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This is a PDF of a folder from our textual collections.
Collection: Reagan, Ronald: Gubernatorial Papers,
1966-74: Press Unit
Folder Title: California State Office of Economic Opportunity
- Response to Federal Evaluation 04/29/1971,
Vol. I (6 of 7)
Box: P27
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TA REPORT
AREA: Santa Clara County (San Jose)
DATE: April 6, 1971
CONTACT: Robert Squaglia, Executive Director, and staff
PROBLEM: Technical assistance needed in fund raising and in
alternate funding sources.
DISCUSSION: Potential use of the ice and roller rink idea for raising
some funds for a summer youth program.
Potential employment opportunities at the ice rinks,
roller rinks, bowling alleys, etc., for low-income and
minority group youth with adjunct of fund raising.
Distribution of fliers through the schools will promote
closer ties with education, private business resources,
and more extensive promotion of local CAA programs.
NEEDS: Additional funds and time to get current programs underway.
State resources mobilization from SEOO as the need arises.
RECOMMENDATIONS: The ice rink idea be tried to raise funds for youth
programs. Mr. Neil Rose of the Sun Valley Ice Rink will
contact Bob for negotiations on the fliers, funds to be
provided. SEOO will try to arrange a meeting with the
under-leadership of the CAP and the ice rink representative.
The CAP should arrange for distribution of the fliers
through the school district superintendent.
ACTION: SEOO is to contact ice rink officials and coordinate
additional meetings.
BOARD CHAIRMAN:
Name: Richard Rios
Address: 841 The Alameda
San Jose, California 95110
Telephone: (408) 298-3977
TA REPORT
AREA: Monterey County (Salinas)
DATE: April 7, 1971
NTACT: John Mathis, Executive Director, and staff
PROBLEM: Pre-training in grantsmanship was needed in line with
presentation by ATAC (American Technical Assistance Corporation).
ISCUSSION: Each staff member outlined his area of responsibility and the
problems being faced in his particular programs.
Presentation was made on basic management functions of planning,
organization, staffing, direction, control, follow-up as
concerns CAA work programs: how to develop a grant and its
basic components, how a budget is organized, executed and
administered. General comments on how to utilize banks for
additional local share and technical services, as well as
better use of area colleges.
NEEDS: Special technical assistance in fiscal controls (Charles
Blaker has been alerted to arrange for such services).
Special assistance in Housing (Bob Frane alerted to needs;
will make arrangements as soon as practical).
Additional management technical assistance to the Director
and particular members of the staff.
ECOMMENDATIONS :
The area colleges should provide some specific services in
other than the social sciences. A future meeting between
SEOO and the colleges will be arranged under leadership
f.om the CAP. Emphasis should be placed upon CAP staff
enrolling in the Management-Supervision programs, or basic
administration programs to gain necessary administrative
skills.
ACTION: Technical assistance in management given. Future meetings
with colleges to be arranged.
DARD CHAIRMAN:
NAME: Reverend H. H. Lusk
ADDRESS: #5 West Gabilan Street
P. O. Box 1087
Salinas, California 93901
TELEPHONE: (408) 424-0091
TA REPORT
AREA: Santa Cruz
DATE: April 8, 1971
CONTACT: Richard Brown, Executive Director, and staff members
PROBLEM: Completing the CAP Form 81 and organizing the work
programs for the next grant year.
DISCUSSION: SEOO provided a concise outline of the planning, organi-
zation, staffing, direction control and follow-up necessary
to develop a CAP 81 and CAP 7 as well as in the adminis-
tration of a program.
SEOO outlined a basic function of the CAA budget including
how it is organized, executed, and controled, and funds
transferred from among program accounts and within a
program account. Emphasis was also placed on the category
of "special funds" from sources and revenues not provided
for in the guidelines. An outline of what the banks can
and should do for local share was also provided.
NEEDS: 1. Funds to expand most program needs.
2. Housing, funds and programs to build more units in
Watsonville.
3. Problems of conflict between what CAP can and should
do and community demands upon the CAA.
4. Training program on grantsmanship.
5. Transportation problems in the county.
6. Senior citizens need more program funds and centers.
RECOMMENDATIONS: For increased local share and new funding sources, the
CAP should shop around among the various banks to see
which will give the most services in return for the
deposits being made. Such service should include, at
least, free checking, low interest loans or grants to
the credit union, free salary check issuance and record-
keeping, free fiscal and auditing advice and service, and
free meeting space.
Recommendations were also made on the procedures for
completing the CAP Form 81 and CAP Form 7.
ACTION: Return to CAP for specific training with the CAP Director
on issues of authority and responsibility, and community
resources mobilization. CAP was advised to send a
representative to the technical assistance conference
in Sacramento.
TA REPORT
7 -7-
BOARD CHAIRMAN:
Name: Dr. Bill Zachmeier
Address: 701 Ocean
Santa Cruz, California 95060
Telephone: (408) 426-3140
Area =
Rio Hondo (Los Angeles County)
Contact:
Salvador Velasquez
Problems:
Rio Hondo CAP has been having problems in its
administrative management, internal fiscal controls,
program evaluation services, and grant management
procedures. These are being remedied by direct
assistance from Pat Marwick and Mitchell. Additionally
they have a great need for alternate funding sources,
and employment resources. No special problems with
the SEOO or other CAP agencies.
Discussion:
1.
Elimination of weak projects; CAP not disagreeing
with State position, if State sincere.
2. No real problem with State Office because they
have been left alone without outside interference.
3. Semi-annual evaluations would be cooperated with
if instituted.
4. ATAC has been helpful to them, training conference
okay.
Needs:
Immediate need of technical management and management
systems assistance is being resolved.
Need for alternate funding resources is pressing.
The CAP Versatile grant is not sufficient to fund a
strong enough administrative core to operate all of
the CAP programs. Number and cost of staff in rela-
tion to total funding is small and less then most
comparable CAP's.
Recommendations:
1. A strong Inter-CAP technical assistance program
be organized for the Los Angeles outlying area with
is
funds available from the SEOO for travel and per di
2. More funds for outlying and rural CAPs that do not
have other financial resources as Model Cities,
HUD, CEP, HEW, etc.
3. Direct technical assistance on alternate funding
applications and resources especially to develop
business enterprises.
4. Need for State conferences on varieties of techni-
cal assistance available to CAPs.
Impressions:
The community support, and provision of offices, equip-
ment and cooperation in program development for Rio
Hondo is high. Although the CAP has had internal manag
ment problems that are now being adequately resolved,
its community external support is excellent.
AREA:
Santa Cruz (CCCDC)
DATE:
Thursday - March 18, 1971
CONTACT:
Alfred Navarro, Executive Director
PROBLEM:
Establishment of Economic Development Corporation/Co-op
Campesina, financial program.
DISCUSSION:
1. Accounting System and Internal Controls.
2. Financial statements and reports.
NEEDS:
1. Financial policies to assure proper management
in accordance with basic management standards and
OEO requirements. The appropriate policy-making
body should review regularly the operations and
activities of the grantee, including its financial
position and operations, to ascertain that its
affairs are properly administered. The appropriate
policy-making body remains ultimately responsible
for the proper administration of the grantee's
financial position and operations.
2. Establish a strong accounting system/adequate
system of internal control.
3. Effective financial reporting.
4. A comprehensive independent audit and continuing
professional financial counsel on major problems.
RECOMMENDATIONS/ACTIONS:
1. Direct cooperation and meetings between SEOO
and OEO.
2. Continuous evaluation and monitoring.
3. Request SEOO technical assistance without
hesitation.
CB:vb
AREA:
Santa Cruz
DATE:
Wednesday - Thursday, March 17-18, 1971
CONTACT:
Merrill Morton, Fiscal Officer
PROBLEMS:
Technical Assistance - Fiscal Management Area
DISCUSSION:
1. Fiscal Management
Financial Reports
Budget
Internal Controls
Accounting System
2. Direct cooperation, meetings and technical
assistance between SEOO, OEO and CAA.
3. Periodical evaluation of CAA - Fiscal
Management System.
NEEDS:
1. No back-up in the Fiscal Section. Staffing -
Fiscal Officer and Account Clerk. Additional
help needed in the preparation and maintaining
of payroll.
2. Contract between CAA and Certified Public Accountant
firm.
3. In-put of Finance Officer in preparation of budget.
4. Grantee Monthly Financial Report, CAP Form 15.
Report in the arrears since November 1970.
5. Internal controls in fiscal management area
lacking in certain areas. Division of employees'
duties and control of blank checks.
RECOMMENDATIONS/ACTIONS:
1. Recommend that CAP consider using a Work Study
student to assist in the preparation of the
payroll. The need could be satisfied by a
student working 48 hours per month.
2. Contract for CPA firm should be executed for
the protection of both parties.
3. It is essential for the Fiscal Officer to
participate in the grantees program development
and budget.
4. At month - end the grantee statement of
financial operations showing budgetary
comparisons should be carefully reviewed.
Any line items where expenditures appear to
be progressing at a rate likely to exhaust
monies too quickly should be carefully
examined and the cause determined. (CAP
Form 15).
5. Establish a division of employee duties
and responsibilities that will result in a
strong internal control. The separation of
the operating employee duties (acquisition,
custody and disposition of assets) from
accounting employees' duties of recording
and posting transactions is the basis of
strong internal control.
6. CAP memo 23A requires reference checks be
made on all new employees. The major reason
for this is to establish the prior salary.
This is not being accomplished. The Fiscal
Officer has been requested by the Executive
Director to accomplish this task. In my
opinion this task should be performed by
the Personnel Committee and in turn referred
to the CAA Board for final selection approval.
CB : vb
CB:vb
3
TA REPORT
AREA: Quechan Nation, Ft. Yuma, California
DATE: March 18 and 19, 1971
CONTACT: Fritz E. Brown, President, Quechan Tribal Council
Felix J. Montague, Colorado River Planning Area
Frank J. Kinale, Manpower Development & Training Consultant
PROBLEM: 1. Indians have claims to former tribal lands that they
have tried to have restored to them.
2. They are developing a master economic development
plan which is contingent upon restoration of tribal
lands.
3. There are problems with squatters who are settling
the disputed areas along the Colorado River.
4. The Indians have failed to receive effective action
on their behalf from State agencies assisting them
with land and economic development problems.
5. Indians have not been trained to operate whatever
businesses are being developed on the reservation
or to operate agricultural developments on the
reservation. Although cooperation is increasing
with the Bureau of Land Management and the Bureau
of Indian Affairs, it is not as good as it could be.
DISCUSSION: We discussed the roll of technical assistance to the Indian
nation, and that this consists of legal services, manage-
5
ment services, economic development ideas, organizational
assistance in the development of jobs, advice on contrac-
tural matters, direct assistance in contacting State
agencies and getting State agency assistance, coordination
with the Department of Human Resources Development, a
desire to make the Indian nation self-sufficient with
minimum reliance on the outside community, and a desire
by our office to enhance the rapport and respect between
the Indian nation and the Arizona and California communities.
NEEDS:
The reservation needs to have its land restored prior to
economic development and before such time as the land
becomes so valuable as to male land restoration almost
impossible. They have a need for better quality on-
site education and educational facilities. They have
a need for stronger and more comprehensive HRD services
on the reservation; they need economic and career develop-
ment programs that will bring youth back to the reservation
and keep them in touch with cultural ties and families,
yet progressing the reservation to self-sufficient
economic development.
NEEDS (continued)
More in-depth business and employment development and
training services from both Federal and State agencies
as well as the support of local political leaders to
achieve these goals.
Need transportation system on the reservation that is
self-supporting.
They need to have control over their own police facilities
and law enforcement services on the reservation. They
need technical administration and management assistance
to coordinate ideas presented to them and operational
efficiency.
ECOMMENDATIONS:
Recommend the ranch redesign its land planning proposal
with more emphasis on recreational outdoor employment.
rather than Indian indoor employment. This would include
the development on a large scale of the Indian reservation
as a "Palm Springs of the Colorado River Basin" with-
emphasis on such things as winter resort and winter
recreation development.
The following are examples of the kind of recreational
facilities feasible on the reservation:
1. Develop high quality sand mining and to sell the
sand to the Department of Parks and Recreation
and that the reservation contact Mr. William
Penn Mott to negotiate this kind of program.
2. Excess land from sand mining be filled in with
water and a forebay reservoir or small lake be
created in which boating, canoeing, sailing and
swimming, and other aquatic sports can take place.
Adjacent to such a development should be a full-time
residential area for both recreational and retirement
people especially in view of the no tax policy on
reservation land.
Such development should be both operated, administered
and controlled by the tribal council and Indian residents
of the reservation.
Provide corporations such as the McCulloch Corporation,
Hughes AirWest Corporation, Southern Pacific or Georgia
Pacific, or others with a perspective of the potential
for such recreation development and encourage them to
make investments in this area on the reservation with
the stipulation that the Indians would receive a
percentage of the profit in perpetuity and be trained
to take over all facets of the administration of such
operations, thus developing career opportunities for
young and old alike.
Reservation should consider setting aside some lands as
a wildlife refuge to be opened for hunting during the
season to bring in sportsmen from all over the nation.
That such an area also be reforested with conifers and
deciduous trees that would thrive in the desert climate.
Game animals that can survive should be introduced to
the area.
A youth investment program be developed by picking
left-over crops and selling them competively in the
Yuma-El Centro-Mexican markets, with the funds going
for the youth center and youth center and youth
organizational development.
In addition, the youth could develop and operate such
facilities as resident camping, go-carts, mini-bike
trails, miniature golf courses, etc.
The reservation should consider the development of an
18-hole championship golf course with accompanying
clubhouse and seek private resources for such a
development.
In cooperation with Safeway or other large markets in
California, develop an on-site supermarket especially
in view of the no sales tax policy on reservations,
which would make prices competitive to those in Yuma.
Added to this would be surplus farm commodities grown
on the reservation as part of the inventory of the
market.
Indians should be trained to farm the land they are
now leasing.
Development of their own agricultural resources.
Because of the large gravel hills, it is suggested they
develop skills in gravel mining and cement production
and develop contracts with the Division of Highways as
soon as possible for the impending freeway construction
going through the reservation.
On the freeway interchanges that are located on the
reservation, it is suggested the Quechan Tribal
Council negotiate a contract which will allow the
Indians to have a percentage of the income from such
businesses and be trained to administer and operate
businesses as part of employment and career development.
ACTION:
Our office will seek to assist revervation in developing
an immediate contract for the use of gravel that is now
located on the reservation.
Seek to help them develop a market for sand now located
on the reservation.
-4-
ACTION (continued)
Seek to develop a resource for the supermarket and
other commercial development on the reservation.
Seek to assist in securing private corporation financial
and construction development for both recreation and
resident facilities on the reservation.
Seek to get State support the for Indian tribal land
claims that are now being processed.
0
Area:
Tulare County (Visalia)
Date:
Wednesday, January 13, 1971
Contact:
Nat Unikel
Problems:
CAP asserted its organization and functioning
problems are minimal. Desire more alternate
funding sources and assistance from State in
locating such sources. SEOO fails to contact
CAP before coming into area, operates quietly.
behind the scenes then appears before Board of
Supervisors to provide advocacy to create CAP
under Board of Supervisors in accord with Green
Amendments - prefers to have this out in the
open.
Discussion:
1.
Elimination of weak projects, CAP not
disagreeing with State position, if State
sincere.
2. Development of a San Joaquin Valley Inter-CAP
Assistance Unit so that each CAP with like
problems would be able to assist one another
to further serve the interests of the poor,
area-wide.
3. No real problem with State office because they
have been left alone without outside inter-
ference.
4. Semi-annual evaluations would be cooperated
with if instituted.
5. ATAC has been helpful to them, training
conference okay.
Needs:
1. Alternate funding.
2. More general contact.
0
3. Mobiliziation of State resources, education,
HRD, Department of Agriculture, etc. on behalf
of CAP.
Recommendations:
1. Provide a staff person with responsibility for
locating alternate funding sources, knowing
application requirements, and assist CAP in
securing such funding.
2. Develop a San Joaquin area conference for or
of CAP administrators to assist in solving their
internal and external regional problems.
P.S. Dr. Bob Rothschild, my old boss at the Contra Costa County
Department of Education, sends his greetings.
Area:
Fresno
Date:
Wednesday, January 13, 1971
Contact:
Jim Williams, Dick Price
Problems:
No continuity of Field Representatives in Federal or
State so that working relationships and confidence can
be achieved. Inadequate follow-through on State and
Federal representative's recommendations, program
objectives, or evaluations. Sometimes, no communi-
cations on these areas. Application decision should
be concurrent with Regional sign-off so that State
veto is not last minute. Equal distribution of all
communications and technical assistance, grant
materials to rural as well as urban CAP's. San
Joaquin area economic development is poor.
Discussion:
1.
Assistance in elimination of weak projects.
2. San Joaquin inter-CAP assistance program.
3. Semi-annual evaluations.
4. More contact with State supervisors of programs
in addition to representatives.
5. More direct assistance from State with
mobilizing educational, State office, and other
such resources.
Needs:
1. With mechanization should come plan for what to
do with people displaced by such progress before
the machine is used in production.
2. More housing and job development assistance to
balance the Valley economy.
3. Help with placement of poor in new IRS facility.
4.
Constructive assistance from State office, help
in implementing ideas of recommendations.
Recommendations:
1. Assist with IRS employment program.
2. Get universities to develop program and plans
for providing the needs of those displaced by
mechanization in agriculture.
3. Get university and State college economics to
work more closely with CAP's where such educa-
tional facilities exist.
AREA: Merced
DATE: March 10, 11 and 12, 1971
CONTACT: Richard Flint, Executive Director
Harriet Leves, Program Chairman
PROBLEM: CAA short handed. Beyond program year end; operating on
continuance budget with no clear date of refunding.
DISCUSSION:
NEEDS: CAA requested general assistance with:
1. Training in program planning and development for
Program Committee members and staff.
2. Direct assistance to lay multi-social group in
preparation of application for HUD Community
Facility Center.
3. Orientation and training to Economic Development.
RECOMMENDATIONS:
ACTION: 1. Determine availability of State architect (free)
2. Write proposal.
3. Train neighborhood committee in proposal writing by
involvement in (2) above.
4. Train new Economic Development Director in field.
OARD CHAIRMAN:
Name: Leo Giobetti
Address: 2870 Evelyn Court, Merced, California 95403
Phone Number: (209) 723-4565
LEWIS K. UHLER
RONALD REAGAN
DIRECTOR
GOVERNOR
Office of Eronomic Opportunity
DEPARTMENT OF HUMAN RESOURCES DEVELOPMENT
800 CAPITOL MALL SACRAMENTO 95814
916 445-9670 OR 445-7011
February 1, 1971
Mr. Paul O'Rourke
Training Chief
U.S. Internal Revenue Service
450 Golden Gate Avenue
San Francisco, California
Dear Paul:
Our office is seeking to assist the Fresno Community Action Agency
in placing low income and minority group peoples into your new
IRS facility in that area.
I would appreciate it if you could personally contact Mr. Richard
Heath, Executive Director at the EOC, Main Post Office, Room 328,
Fresno, California 93721, and assure him of maximum assistance
in the training and placement of such persons from his area.
Our office views the placement of low income peoples as vital to
minimizing the welfare rolls and maximizing the progress of low
income peoples as contributing members of our community.
Your personal assistance will be appreciated.
Sincerely yours,
Your old student and colleague
Barny Schur
STAP/Assistant to the Director
BS:plg
CC: Mr. Richard Heath, Fresno CAA
P.S. Are you still teaching at Golden Gate? I am now at Diablo
Valley College in the evenings.
Area:
Madera
Date:
Thursday, January 14, 1971
Contact:
Pat Vogel and Ron Manfrede
Problems:
No employment. Insufficient funds to cover travel
in rural areas. No real chances for upward mobility
in CAP, county is tight in hiring qualifications
for CAP supervision positions. State assistance has
been meager but helpful. ATAC has been helpful.
NAB's and HRD help on bottling company (Madera Glass
Company).
Discussion:
1.
Elimination of weak projects within CAP's.
2. Mobilization of State resources.
3. More personal contact within CAP's in Valley.
4. More mobilization of experts within colleges
in the areas.
5. The CAP does not have a junior college or other
educational training program in conjunction
with work experience in the anti-poverty program.
6. Future meeting with County Manager.
Needs:
1. Contact with NAB's to assure issuance of the
Job 70 contract for 117 of 190 positions with
Madera Glass Company.
2. Contact with San Francisco Regional DOL repre-
sentative to assure issuance of Jobs 70
contract.
3. Contact with company personnel manager to
stress importance of hiring of low income
people by the Madera Glass Company.
4. Housing assistance is needed - self-help, etc.
Recommendations:
1. We do all we can to assure the Jobs 70 contract
with NAB's and the hiring of low income people
with Madera Glass Company.
2. Mobilize educational resources in the area to
assist the CAP.
3. Get HRD to send a part-time employment counselor
and pre-employment training representative to
Madera.
4. Send in Housing Technical Assistant.
ACTION ITEM: Send letter to Madera Glass, DOL and NAB's stressing
Governor's interest in the hiring of low income
people in the Madera Glass Company project.
TO: William Blue
Manager-Controller
Madera Glass Company
Avenue 13
Madera, California
Ralph Sager
NAB's
AREA:
Ventura County CAC
DATE:
March 23, 1971
CONTACT:
Thomas O'Brien, Executive Director
Mercedes Robertson, Comptroller
Thomas O. Mahon, County Auditor
PROBLEMS:
Evaluate the accounting system and internal controls.
Determine technical assistance needs - Fiscal
Management area. Provide direct technical assistance -
Fiscal Management area.
DISCUSSION:
A general review and an evaluation of the grantee's
accounting system and internal controls was conducted
at this time. The review included basic grant document
organizational structure, operating procedu es, audit
reports and various financial records. Mr. Pete
Petersen, Community Program Analyst, SEOO participated
in discussions held with responsible staff personnel:
An exit conference was held with the grantee's Deputy
Director and Comptroller on March 23, 1971.
The control of the Ventura County anti-poverty program
by the Board of Supervisors involves the control of
grantee's funds by the County Auditor. The grantee
maintains expenditure records with the objective of
providing the necessary data for financial reporting
purposes. These expenditure records are reconciled
monthly to the County's cash disbursement records.
This system provides the grantee adequate reporting
information but it involves some unnecessary account-
ing activity and a substantial amount of duplication
of effort already available in the County's accounting
system. The information required for reporting
purposes could be readily extracted from the County's
records through modification of the County's system
of accounting for OEO funds. Thus, eliminating
the need for the essentially duplicative system
maintained by the grantee.
The need to establish a property accounting and
control system was discussed. The grantee has never
established property records and controls over
accountable property purchased with grant funds,
donated as in-kind contributions, or acquired as
GSA excess, as required by CAP Guide, Volume V.
The Comptroller and Assistant are currently
attempting to develop an adequate property
accounting and control system and grant property
is being marked with identifying symbols to show
origin and/or ownership. The inadequacy of
property records and controls was noted in
independent audit reports for Program Years "A"
through "D".
The grantee's control over vehicle use was
considered inadequate. In my opinion, adequate
vehicle utilization records for the two motor
vehicles assigned were not being maintained. The
daily log showing speedometer readings, user of
vehicle, and purpose of use was incomplete in that
there were significant gaps in speedometer reading
postings. A new daily log format was discussed.
The grantee's control over telephone use was
considered inadequate. The grantee does not
maintain adequate telephone call records. AS
a result, evidence to show that telephone calls
for only grant purposes by authorized persons
is not available.
Documentation of the Legal Aid Program "In-kind"
contributions are appro imately $18,000 in the
arrears for PY "E" ending March 31, 1971. Only
$5,500 of the non-federal contributions share
has been documented.
NEEDS:
1. Improve property management by establishing
(1) an adequate property accounting and control
system (2) adequate vehicle utilization records.
2. Need to develop an adequate accounting and
control system relating to telephone usage.
3. Grantee should address themselves to the need
for "In-kind" contributions particularly in the
Legal Aid program.
4. Written procedures for purchasing and property
control.
5. Policies and procedures with respect to the
usage of grant vehicles and telephones be stated
in writing in sufficient detail to enable all
persons concerned to comply.
RECOMMENDATIONS:
1. That this Grantee modify the accounting system
to embrace all of the elements of accounting now
being performed by the County Auditor and the Grant
Accounting Unit. By modifying and/or consolidating
the accounting system, greater control and
uniformity can be achieved and duplication of
efforts eliminated.
2. That the Grantee resolve their accountability
of property acquired during PY "A" through PY "E"
as expeditiously as possible. The amount of property
which the Grantee is accountable for is not known
at this date.
3. Policies and procedures with respect to
purchasing and property control, usage of
vehicles and telephones, and documentation of
"In-kind" contributions be stated in writing.
(Operations Manual/SOP etc.)
Area:
Long Beach
Contact:
Mrs. Elizabeth Moore
Carl P. Wallace
Problems:
Long Beach is suffering from unemployment and economic
woes resulting not only from the nation's economic
slump but also from cut backs in military spending
at the Navy Ship Yard.
State OEO personnel came into Long Beach last year
to evaluate the programs, made positive statements,
but filed negative reports.
Discussion: 1. State position on CAPs is to assist CAAS in
eliminating weak projects within a CAP but
to provide all the necessary technical assistance
to save such projects first. If a project cannot
be saved and a CAA is positively committed to a
project that is not competent, then SECO would
use its veto power to encourage the CAA to
eliminate such weak projects. The CAP would then
redistribute funds to stronger programs.
2. State would begin to provide funding and program
ideas to CAPs.
3. Boards should set policy and make decisions on
the CAA level with CAP administrators carrying
out such policy.
4. More leadership should be exercised by Regional
030 and SECO. More team pre-review and evaluation
by Regional OEO and SEOO jointly so they concur
rather than conflict on recommendations.
Needs
1. Alternate funding specialist.
2. State Average Daily Attendance (ADA) reimbursement
for CAP special education program for school dropouts.
3. More cooperative assistance from Regional and
SEOO before problems develop.
4. Reconstitute State Advisory Committee to SEOO.
5. Develop a California CAA Board Chairman's group
for problem solving among CAPS.
Recommendations:
1. Hire alternate funding specialist in next grant.
2. Send review and evaluation personnel in Regional
and SE00 teams with written comments at time they
leave CAP and follow-up report to CAP within 3 weeks.
3. Develop a technical assistance conference for all
CAA Board Chairmen and CAP Directors with position
statements by Regional and State OEO that are open,
- 2 -
ACTION:
1. Get Regional and State 0E0 Technical Assistance
and Goals Conference going before summer.
2. Get State OEO Advisory Committee reconstituted
(with outgoing CAA Board Chairmen participating)
before April, 1971.
0
To
:
Mr. Joe Williams
Dale :
February 16; 1971
Executive Director
Economic Opportunities Commission
2309 Tulare Street
Fresno, California 93721
Subject:
IRS Employee
Placements
From :
Barny Schur
STAP/Assistent to the Director
Attached is a copy of a letter from Mr. Paul O'Rourke of
the IRS which I thought you might be interested in.
If you need any additional personal assistance from me on
securing placement of the people you are training for the
IRS facility, please contact me as soon as possible.
BS:plg
Attachment
Regional Commissioner
Internal Revenue Service
Western Region
Date:
In raply refer to:
February 10, 1971 Ad:T
Mr. Barny Schur
STAP/Assistant to the Director
Office of Economic Opportunity
Department of Human Resources
Development
800 Capitol Mall
Sacramento, California 95814
Dear Barny:
It was good, indeed, to hear from you. Your letter was timely as
it prompted a telephone call from us to the newly appointed Execu-
tive Director of the EOC, Fresno, Mr. Joe Williams.
We were able, in our discussion with Mr. Williams, to learn about
the EOC's training activities which might produce some future
employees for our center. Mr. Williams now has 27 in training; we
agreed with him on his plan to emphasize test-taking skills in the
training class. Mr. Williams has been in contact with Mr. Claude
Torres, Manager of the Fresno HUD Center.
A brief discussion ensued relative to the eventual placement of
Economic Opportunity enrollees at the Center. It was brought out
that the Center will be an excellent training ground for NYC, STEP,
and CEP enrollees in 1972; however, Mr. Williams recognized there
was little possibility for such trainee slots this year since the
permanent staff won't begin to be employed until the end of 1971.
Mr. Williams was supplied with the names and telephone numbers of
our Chief, Administration Division and Personnel Officer at Fresno.
He plans to contact them soon. It is well for these gentlemen to
become acquainted early in the game, even if no hiring is being
done now. I feel our discussion with Mr. Williams was fruitful.
Thanks for contacting me. We will keep in touch.
yours,
'Rourke
Chief, Training & Taxpayer
Education Branch
Western Region
AREA :
Santa Barbara
DATE : Wednesday, March 17, 1971
CONTACT
:
Dr. Norbert McNamara, President
Mr. Roger E. Heroux, Acting Executive Director
PROBLEM : The CAP does not have a permanent director at this time
and the acting director does not have the authority to
formulate firm administrative procedures.
A recent emergency food program was split into several
components because of community pressures which puts
more funds into administration than food distribution.
The CAP is failing to make maximum potential use of
local banks as a financial source.
DISCUSSION : We discussed fund-raising ideas using local bowling
allies or skating rinks.
Utilization of local bank with whom the CAP has an
account for such things as local share, technical
assistance in financial management, meeting room space
for executive meetings, contributions to the youth
program in lieu of interest balances on the money on
deposit, and using the bank as a wedge to open other
doors with businesses and industries with whom the
bank is doing business that will help with economic
development and job development programs.
The emergency food program should be unified under
one unit serving the needs of the whole community;
in particular, those of the aged.
NEEDS : CAP needs strong leadership, additional funding sources,
increased economic picture that will lead to more jobs,
and more innovative ideas for program development.
ECOMMENDATIONS :
1.
In the hiring of a new director, the CAA Board
should consider giving preference to people with
a strong managerial and educational background
as well as administrative.
2. Emergency food program be administered directly
by the CAP on the inside basis or by a non-
controversial community agency that serves total
community needs, such as a local church or civic
organization.
3. The CAP should contact the local bank with whom
it has an account and explore possible alternatives
in the form of services to be rendered by the bank
in exchange for having money on deposit.
TA REPORT
-2-
March 23, 1971
COMMENDATIONS (Continued)
4. Monthly salary checks and related journals and ledgers
could be administered by the bank. This will relieve
pressure on the bookkeeping and accounting procedures.
dum
01.19.00
Date : April 15, 1971
Subject: Review of Santa
Barbara Fiscal Program
Saray Schur
Please be sure that a note is sent to Santa Barbara concerning
our last fiscal review doing the following:
1. Noting a correction in our records on fiscal year
dates.
2. Assuring them in writing that the $45,000 allegation
was discovered to be false by this office.
A prompt response in this area from the TA Section will assure
them of our sincerity in helping solve problems in a positive
manner.
BS:plg
AREA:
Community Action Commission of Santa Barbara County, Inc.
DATE:
March 16, 1971
ONTACT:
Roger E. Heroux, (Acting) Executive Director
PROBLEM: Technical assistance - Fiscal management area.
:CG3N/NOISSHOSIC
Purpose of visit to the CAA was to conduct a general review and an
evaluation of the grantee's accounting system and internal controls.
The review included basic grant documents, organizational structure,
operating procedures, audit reports and various financial records;
and we held discussions with responsible financial program individuals.
The accounting system and internal controls of the grantee are
considered adequate to safeguard the assets of the grantee, check
the accuracy and reliability of accounting data, promote operational
efficiency, and encourage adherence to prescribed management policies.
We noted a need to improve financial management by timely submission
of the application for grant funds to preclude borrowing of funds
from other CAAs. This CAA borrowed $10,000 on January 22, 1971, and
$25,000 on February 3, 1971 from the Ventura CAA, pending receipt
E funds for PY "E", grant period November 1, 1971 to October 31,
1971. On March 3, 1971 $65,000 was made available under PY "E".
The funds borrowed have not been repaid to date.
An audit by the Certified Public Accountant (CPA), Mr. E. O. Gieseler,
of PY "D" is scheduled for completion by March 31, 1971. The PY "D"
audit was discussed with Mr. Gieseler through coordination with the
CAA Executive Director. The CPA is currently examining some 76
checks to assure that these expenditures are allowable. These items
require additional substantiating information before final deter-
mination of validity. I will verify these items on the next visit
to this CAA, I found the CPA audit to be quite comprehensive and am
convinced that it involved more than the normal amount of time
allotted for this type of audit. The only question I had relative
to the CPA was the lack of a contract for these services with the
CAA. The CPA received a regular fee amount for his services.
The only federal audit of this CAA was made in January 1968 for
PY "A". The CAA fiscal officer is required to submit a voluminous
monthly financial report, listing every expenditure for the month,
to the board members. The February 1971 report contained 20 pages
of posted entries and there were 30 Xerox copies made for the
board members. We recommended that the CAA board establish a
finance committee and the appointed chairman review the financial
osition of the CAA and give an oral report to the members based
on his examination and verification of monthly expenditures,
-2-
There was certain questionable items uncovered in our cursory
review of the CAA financial records, i.e.,
1.
The expenditure of Economic Opportunity funds totalling $1, 750
to program "Operation Solidarity" was not adequately supported
by documentation showing the basis of expenditures or the
relationship to the approved program.
2.
Expenditures of some $352 involving the use of three buses,
to transport individuals to an unauthorized assembly.
3.
The Assistant Director approved his own "time attendance and
wage record" report for November 1970.
4.
The executive director approved his own travel (Mileage) for
February 1971.
5.
Several program component budgets for travel expenses are being
overspent based on monthly allotment reports.
The CAA bookkeeper was considered to be thoroughly qualified for
the position through OJT received from the CAA fiscal officer. In
the more than three years on the job, however, she has not had any
formalized training relative to OEO policies, procedures, instructions,
etc.
RECOMMENDATIONS/ACTION:
lie recommend that:
1.
The grantee be instructed to implement review procedures to
limit disbursement of grant funds to those expenditures which
are allowable, authorized and properly supported.
2.
Establish a finance committee to report to board members.
3.
The executive director review travel expenses of various
program components.
4.
Provide formalized training where possible.
5.
Execute contract with CPA firm conducting audit of CAA.
CB:vb:cv
Area:
Bakersfield
Date:
Wednesday, January 13, 1971
Contacts:
Ed Taylor, Director
Met with general staff
Problems:
No real problems with State office; however,
contacts have been limited and visitations are
usually only in conjunction with pre-reviews.
CAP is now in process of consolidating its out-
reach offices and attempting to make them
independent administrative service centers with
the central office for overall operations,
technical assistance, ideas, and coordination,
as well as overall fiscal management.
Discussion: 1. Service to CAP by assisting in the elimination
of weak projects within the CAP that are not
politically feasible in curtailing:
a. State would attempt to provide field and
technical services to weak projects.
b. If project cannot be saved or improved
and if CAA Board will not eliminate from
funding, State would apply conditional
veto to the program to persuade the CAA
to eliminate weak, incompetent, or non-
function projects.
C. CAA would then redistribute these funds
to strengthen well-functioning projects
within that CAA.
2. Needs:
a. Alternate funding sources
b. New program ideas with assistance until
the idea is implemented.
c. Inter-CAP cooperation and Administration-
Management assistance.
d. Quality problem solving conferences
especially within the CAP Directors
Conference.
e. More communication with the State as a
quarterly newsletter or letter from State
Director on issues and positions, goals and
directions.
f. Technical conferences held by State were
beneficial and desire more of them.
g. More youth programs - Forestry services
assistance.
h. More help from State office in mobilizing
State resources.
Recommendations:
1. Quarterly memo from State Director to CAP
Directors discussing problems, issues and setting
for State goals, objectives and positions on
current issues.
-2-
2.
SEOO to provide direct liaison to State offices
for CAP area technical assistance.
3.
Visits by field representatives for semi-annual
evaluations rather than only at pre-review periods.
Page 33--CONCLUSIONS (Charge)
"The majority of CAA executive directors believe the California
SEOO has failed to produce results in four major functional
areas
(two of which are) mobilization of state resources and
coordination of state agencies. "
RESPONSE:
See attachments
Page 33--Conclusions (Charge)
"a. The majority of CAA Executive Directors believe the California SEOO has
failed to produce results in four major functional areas:
(3) Advocacy for
the poor
11
Response
Before this office can responsibly be an advocate for the poor, we must know
what the poor really want and need. Frankly, we are not as impressed by
the claims of those who claim to speak for the poor as we are by more objec-
tive evidence of what the poor themselves really want. To this end, we com-
missioned an in-depth study of the opinions and motivations of low-income
people inOakland. This has given us some hard data upon which to identify
what the poor want.
Furthermore, we have recommended to the Governor the establishment of a
substantial task force on "barriers to employment" so that we can identify
those statutory, regulatory and other barriers which stand between low-
income people and expanded job opportunities.
We have worked up a number of proposals for possible legislative programs
to assist disadvantaged people, including, but not limited to, additional
suggestions vis-a-vis the Governor's welfare reform program, a drug abuse
program, a prison reform program, etc.
In addition, we have consistently encouraged the community action agencies
to let us know of any rules, regulations, statutes or other items that stand
in the way of achievement of poor people so that we can bring these to the
attention of the legislature for its corrective action.
Furthermore, it is interesting to note that our investigations in Santa Cruz,
Monterey, Oakland, Sacramento and South Alameda County have all been
initiated upon requests from low-income individuals that they were not
receiving services that were allowing them to become self-sustaining indi-
viduals. It is also interesting to note that the Western Regional Office of
Economic Opportunity had been requested by the Monterey County Board of
Supervisors, the REDI Corporation and MAPA to initiate such investigation,
but they did not respond. If this is not advocating the position of the poor,
we fail to see what is. It is also interesting to note the technical assistance
that this office has given to community action agencies, even in light of the
fact that during the first five months of our new program we were developing
a technical assistance team.
State Report
Page 33
Charge
"South Alameda CAP made the following response (See Exhibit NINE) to
Question Seventeen: 'SEOO has only come into our community at the
request of Republican party members who have become angered at the
program or myself. They have only come when something extremely
negative is the motivating factor for their being called.'
"In further response to Question Eighteen, South Alameda stated: 'SEOO
representatives come to SACEOA with a very prejudiced negative view -
when they come - and then they come ill-informed, act rude, apply subtle
(they think) pressure to have you run program as they like. 111
Response
On one occasion during 1970, SEOO representatives responded to a request
by the President and Board members of a delegate agency of SACEOS for a
review and audit. SEOO staff members did not establish the party affiliation
of these Board members before responding to said request. In recent months,
SEOO has received other requests from members of the SACEOA Board to
conduct a full-scale review and evaluation of the agency which would enable
the Board to deal with the problems and weaknesses existing within the
agency. A report concerning the internal controls of the Head Start program
has now been completed and is being submitted to HEW and the SACEOA Board
of Directors, with recommendations for improvement. Reports concerning other
components will be developed in due time and submitted to the agency with a
view of improving the administration and programs of SACEOA. Let us empha-
size that these studies by SEOO are the results of requests from Board members
of SACEOA, many of whom are low-income representatives.
Page 33
Charge:
"e. The technical assistance delivery system seems grossly
ineffective and in some respects non-existent."
Response:
This is a valid criticism, that the delivery system
to this point has been grossly inadequate and the
SEOO has taken effective measures to correct this
deficiency. We have set up a TA ordering desk which
will coordinate the Technical assistance services
not only of State agencies, but of SDI and ATAC with
respect to requests we receive from our field staff
and Community Action Agencies.
Charge:
"f. Many of the CAAs feel that the present situation is
irreversible, that is, the SEOO has lost all credibility
as a constructive force in anti-poverty efforts.
"
Response:
This charge may have been partially valid during the
time of the evaluation; however at this point in
time I think this is a specious comment. The
situation is not irreversible. At the recent April
Resource Mobilization conference, forty CAPS
attended out of forty-four, which indicated that
Community Action Agencies were desirous of having
a better working relationship with the State. During
many meetings with Directors and Board Chairmen of
Community Action Agencies, it was determined that the
State would set down what criteria and expectations
it had for effective and streamlined Community
Action Agencies, and that a closer working relation-
ship was desirous between the CAAs and the State
Office of Economic Opportunity.
SUPPORTIVE FUNCTIONS
1. TRAINING AND TECHNICAL ASSISTANCE:
a.
Perception:
(1) The overriding attitude toward the SEOO among most CAAS
was one of hostility and distrust. Most of those who had dealt
directly with the California SEOO expressed some form of extreme
irritation toward that office. This feeling was expressed by CAA Exec-
utive Directors as they related their frustrations "at being investigated
rather than assisted." Phil Wing of Pasadena Committee on Human Need and
Opportunity (PCHNO) said the state was interested in doing a "weed out"
and that the state was not "sincere". CAA Board Chairmen were confused
as to the real responsibilities of the SECO and usually were surprised to
realize the scope of SECO responsibilities, due to the non-performance of
those functions. Neighborhood council chairmen and members usually
were totally unaware of the SEOO and its Training and Technical
Assistance responsibilities to local and regional programs. Elected
officials and their representatives were equally unaware of the
appropriate Training and Technical Assistance role of the SECO.
(2) According to most persons interviewed, the California
SEOO provides little training and technical assistance to the CAAS
in California. Instead, under the shelter of that term, it uses
available opportunities to "investigate" CAA efforts and programs.
It seems to the CAAs that the SEOO does not recognize training
and technical assistance as a priority function of the SEOO,
but rather sees its prime responsibility as that of "bird
dogging" CAA fiscal and program activities. In response to
questions dealing with the training and technical assistance
function, 69% of the CAAs responding felt that the SEOO was not
performing specific tasks relating to this function. Furthermore,
77% of the CAAs felt the SEOO was doing poorly in this area
(See Tabulation Section).
b. Findings: CAAs feel a constant threat from the SEOO and,
instead of welcoming the assistance of a helping hand when needed,
the local CAA would often rather avoid proffered assistance - even
at the risk of becoming less effective in order to avoid contact
with what was referred to by some as "the enemy. 11
C. Conclusions: The relationship between the SEOO and the CAAs
is not healthy. Little or no communication exists between the SEOO
and CAAs relative to available training and technical assistance
resources and how to procure them. Communications have deteriorated
so completely and trust has become so non-existent that reconstruction
of the training and technical assistance role may be beyond reach.
34
Page 34 - SUPPORTIVE FUNCTIONS - 1. C. (Charge)
Conclusions: The relationship between the SEOO and the CAAs is
not healthy. Little or no communication exists between the
SEOO and CAAS relative to available training and technical
assistance resources and how to procure them. Communications
have deteriorated so completely and trust has become so non-
existent that reconstruction of the training and technical
assistance role may be beyond reach.
RESPONSE:
Admittedly, up until the Resource Mobilization Conference of
April 1971, the relationship between SEOO and the CAAs was
not a healthy one and a large gap of communication existed
at that time. However, the conclusion of the Federal evaluators
that the technical assistance role may be beyond reach is
not only invalid, but shows the errors of judgment that they
have made throughout the report and the lack of perceptiveness
that they have demonstrated in making very subjective
conclusions in this report. This is sustained not only by
the letters which are attached from all the CAP Directors who
enjoyed this last Resource Mobilization Conference, but, in
particular, the statements that they have made relative to
the new era of relations that now exist between the CAPs.
It should be pointed out that if the Federal evaluators were
wrong in this major conclusion of the report that the balance
of their conclusions in this report should also be suspect.
The relationship between CAAs and SEOO now is on the upswing
and will be a constructive one from here on out.
CHARGE: Federal Report, Page 34, No. 2
According to most persons interviewed, the California SEOO
provides little training and TA to the CAA's in California.
AN EXAMPLE OF TECHNICAL ASSISTANCE PROVIDED
In the case of the Santa Clara Legal Aid Society VISTA proposal,
this office recommended approval of the project with four conditions.
After a full explanation of said conditions to the sponsor, he
volunteered to rewrite his complete project proposal to fit these
conditions. Thus, T.A. was furnished by the VISTA Coordinator
and accepted by the sponsor.
Theresa McInnes
VISTA Coordinator
State Office of Economic
Opportunity
April 15, 1971
Dear Barney:
Thank you for inviting me to a most interesting train-
ing session.
One of your co-workers asked me to write a short eva-
luation of the training program along with some suggestions
for future sessions. I think his name is Faber, but I'm
not certain.
The session overall was excellent. Many people came
openly hostile and with some disdain for the role of state
0.E.0. They left with new respect for the organization
but confused about the honesty of many of the things they
heard. The director of the Long Beach C.A.P. said it very
clearly, "I never call a man E liar until he says he'll
deliver, has a chance to deliver, and doesn't deliver."
Nearly every C.A.P. in the state is now waiting for
state 0.E.0. to reorganize the Oakland C.A.P. and a promise
of direct involvement by a C.A.P. committee must be kept if
your agency is going to continue to move toward good
unication with the agencies. Some people who told me they
were on the committee to make certain that services are con-
tinued to the poor during the reorganization have no reason
to be on the committee. The committee should be made up of
Bay Area O.A.P. pros. If he would consent, John Dukes could
perhaps persuade to chair that committee. He will not allow
himself to be used to "off the C.A.P." and for that reason
would show that the decisions made were in the best interest
of the poor.
The dangers for the committee are enormous. They could
end up being both misunderstood and used. On the other hand
it is now up to state O.E.O. to make that committee viable.
My second suggestion is that you ask, through your
director, that the govenor stop calling poor people and their
representatives by such insulting names. I'm certain that
if he was to S how less disrespect for poor people that poor
people and their representatives would show more respect
for you and your organization.
My third suggestion would be to do more training of
people to meet the direct, concrete needs of the poor. For
instance a training session on housing could help. Housing
is a massive coordination, community organization effort and
many agencies become involved. In Sonoma County the director
of F.H.A. tells me that the problem may be that too many
organizations have occome involved. A training session
telling a selected person from each C.A.P. how to use pro-
grams like 235 D3 and 250 would be exceedingly helpful.
h training session on Manpower would be a natural be-
cause the state controls the bulk of the Manpower funds.
Thank you once more for the invitation.
Sincerely,
John Pake
ohn Lake
cohomic Opportunity Commission of Yolo County, Inc.
313 FOURTH ST., SUITE 5
ROODLAND, CALIFORNIA, 95695
TELEPHONE 662-8063
Scale Fuller, Executive Director
Conzales, President
y Green, Vice-President
lar ...ndrade, Treasurer
cd
April 20, 1971
The greatest good we can do for
others is not just 10 share 0:11 riches
with them, bill to reveal theirs to
themselves.
Mr. Lewis K. Unler, Director
Office of Economic Opportunity
Department of Human Resources Development
800 Capitol Mall
Sacramento, California 95814
Dear Mr. Unler:
This is to thank you for your hospitality at the Resources
Mobilization Conference. I and the various members of our staff en-
joyed it and believed that it will help us to operate our programs
in the coming years, if the resources do, infact, come through.
Too much attention was paid to the past actions and goings
on of State OEO verses CAPS, and not enough on a forward looking
attitude of "what is going to happen. "
Your representatives did make good presentations regarding
proposed on-going activities, but more could have been proposed by
them if they had been allowed to do so.
My recommendation for future conferences is that the cities
be separated from the cal-counties, in order that we can really get
to work on our real problems which are different. I feel that this
separation would help you to present and us to receive the resource
information.
Yours sincerely,
RICK GONZALES
President
RG:hc
Lo mejor que podemos bacer
otros, no es nomes repartir
testras riquezas con ellos, si no
velarle a ellos to que es de ellos
NORTH - COAST OPPORTUNITIES, INC.
P.O. BOX 488
Ukiah, California 95482
Lakeport Office: (707)263-4217
Telephone: (707) 462-1954
Fort Bragg Office: (707)964-5101
April 27, 1971
Mr. Barney Schur
Deputy Director
State Office Economic Opportunity
800 Capitol Mall
Sacramento, California 95814
Dear Mr. Schur:
Pursuant to your telephone conversation regarding my feelings concerning the
Resources Mobilization Session held in Sacramento the week of April 12, I feel
there were two definite positive outcomes of that meeting.
One was that it allowed several low-income individuals and representatives of
low-income other than CAP directors to meet Mr. Uhler and the State OEO staff,
as well as to find out what other agencies should be able to assist them in
fighting the causes of poverty in the State of California. The second item,
and probably the most significant item concerning me, individually, was the
commitment of Mr. Uhler, yourself, and Mr. Hawkins to try and work out an
intervention and technical assistance procedure between Regional OEO, State
OEO and Cal CAP Association to re-assure us that never again will we have to
face the situation of a defunding process without corrective action and self-
policing taking place.
Our Manpower Program has received some technical assistance from the Fair
Employment Practices Commission in the person of Mr. Thompson, who was at the
Resource meeting, and we appreciated the opportunity to meet with both him and
the representative from the State Personnel Board.
As an improvement in the future, I would suggest you take specific items such
as Education, Management, and the other items you tried to cover in small
workshops and devote a full two day session to each individual emphasis area.
If you ask for prior registration, be sure the training rooms would be of
adequate size. Also, these meetings should be bi-monthly or quarterly and
not just once or twice per year.
I trust this is what you are looking for. If you have any questions, please
do not hesitate to contact me.
Sincerely,
Executive Director
RJG:nlb
MONTEREY COUNTY
ANTI-POVERTY COORDINATING COUNCIL, Inc.
6 WEST GABILAN STREET
P. D. BOX 1087
PHONE (408) 424-0091
SALINAS, CALIFORNIA 93901
April 27, 1971
Mr. Barny Schur, Deputy Director
Department of Human Resources
800 Capitol Mall
Sacramento, California 95814
Dear Barny:
Thank you very much for your training session with my directors,
it was perhaps one of the better sessions that we have had in the area.
All of the individuals that participated were impressed and acknowledged
that it was a very fruitful endeavor.
I have not yet heard from Charles Blaker with regards to the re-
quested T/A for Delegate Agencies in terms of delegate fiscal controls.
I would appreciate some acknowledgement on his part as to when he would
be able to provide the requested T/A, because time is a very important
factor. The requested T/A is needed today, not six months from today,
and if it cannot be provided then we will have to approach some other
vehicle.
The GAP session that was provided by ATAC following your present-
ation seemed to be lacking in some aspects. Understandingly your time
is consumed with administrative responsibilities; never the less, we would
appreciate any additional training workshop that you would be able to
conduct personally. Your knowledge and awareness of programs and resour-
CES prove to be of determining benefit and we would like to draw on you
as a resource, even if it could be arranged for a once a month visit for
the next five or six months, this would be desirous on our part.
Best Regards,
Mathis,
Executive Director
JDM/iv
Kern County Economic Opportunity Corporation
218-20 Eurcha Street
Box 3618
Baherfield, Calif. 93305
Phone (805)323-7811
April 26, 1971
Mr. Barney Schur
Programs:
State Office of Economic Opportunity
800 Capitol Mall
OEO
Sacramento, California
ADMINISTRATION
Dear Barney:
ECONOMIC & COMMUNITY
DEVELOPMENT
MULTI-SERVICE CENTER
My apology for the delay in sending this letter to you; however,
LEGAL SERVICES
correspondence is only one of many things in this office that
YOUTH PROGRAM
suffers.
FAMILY PLANNING
EMERGENCY FOOD
I wanted to take the time to express my feelings about the Resource
URBAN PLANNING
Mobilization Training Session held in Sacramento recently.
HEW
To properly express myself I must start at the end of the session
START
and work backwards. I think that the conference ended on a very
positive note. The Vice Chairman of my Board attended the sessions
DOL
with me and I must admit that had she not been present, I would have
NEICHBORHOOD YOUTH
left the Conference on Monday morning after it appeared and became
CORPS
quite evident that everything except what the conference was called
OPERATION MAINSTREAM
for was taking place.
I have not talked with any other CAP director; however, before leaving
the Conference on Wednesday, I heard several positive remarks made by
persons who two days prior had been very anti-conference. Personally,
I think the Conference turned out to be enlightening. I realize that
the relationship between SE00 and the CAPS has in the past left a lot
to be desired. It seems to me that this Conference did a great deal
in getting all concerned moving in that direction.
I would have to say that regardless how we might differ on any given
issue, that the convictions, concern and knowledge of Mr. Uhler made
a very strong and favorable impression upon me.
I look forward to a continued mutual and cooperative relationship with
you and your Office.
My regards to Bob Frane.
Very truly
EDWARD D. TAYLOR
EDT:sc
Executive Director
COUNTY OF
BOARD OF SUPERVISORS
SAN BERNARDINO
ROBERT A. COVINGTON
RUBEN S. AYALA
Fourth District
Administrative Officer
Chairman
BERT B. RIGNEY
COUNTY ADMINISTRATIVE OFFICE
WM. A. BETTERLEY
First District
Assistant Administrative Officer
DANIEL D. MIKESELL
Second District
COUNTY CIVIC BUILDING-EAST
STEVE FRANKS
157 West Fifth Street
DONALD C. BECKORD
Third District
Legislative Advocate
San Bernardino, California 92401
NANCY E. SMITH
Fifth District
Telephone: TUrner 4-5161
April 22, 1971
Mr. Barney M. Schur
Office of Economic Opportunity
800 Capitol Mall
Sacramento, California 95814
Dear Barney,
I enjoyed the opportunity to meet with you, Mr. Uhler and
your many colleagues that participated in your recent SEOO
Conference in Sacramento. I am convinced that periodic
meetings of this nature will enable the many CAPs to keep
abreast of the thrust of current programs and provide a
forum for the exchange of ideas in a large and dynamic field.
Perhaps more importantly it will keep open the channels of
communication SO essential to mutual confidence and the ulti-
mate success of our programs.
As I discussed with you, we scheduled a training program for
the staff of the Dependency Prevention Commission from 6:00 p.m.
May 7, 1971 to Noon, May 9, 1971. To give our staff a better
insight into the role of SEOO I shall appreciate it if you and
Hugh Cunningham can join us for a part or all of this training
session which will be held at Monte Corona, a mountain loca-
tion about 30 minutes drive north of San Bernardino. A bro-
chure is enclosed.
Please advise me as soon as convenient if we might include
you on the agenda. Thank you.
Sincerely,
COUNTY ADMINISTRATIVE OFFICE
Oran KENNEDY
Administrative Analyst
FSK: db
CC: H. L. Cunningham
PROJECT SCOUT
Economic Opportunity Commission of Senta Cruz County, Incorporated
Lily Bourriague, Director
Phone-476-4090=
=605-Bay=Avenue
PO-Box-294-
P.O. Box 1185 (130 Van Ness Ave)
724-0661
Capitola, California 95010
Watsonville, CA 95076
April 20, 1971.
Mr. Lewis K. Uhler, Director
Office of Economic Opportunity
Department of Human Resources Development
800 Capitol Kall
Sacramento, California 95814
Dear Mr. Uhler:
The recent Technical Assistance Mobilization Conference was of
great value. I was very happy to be a participant in the field
of aging.
Also, I wish to congratulate you on your successful handling of
a difficult situation, "you were right on!"
With the state taking the role of technical assistance, I can
see better community action programs.
I am mailing you the FIND book as our Project SCOUT (Senior
Citizens Outreach) is the follow-up program. Our whole program
is a special project oriented.
Best regards
Luly Bourriague
Lily Bourriague
Director of Project SCOUT
LB/rm
encl.
Community Action Council
Intenhone 944-2196
OF SAN JOAQUIN COUNTY, INC.
MAILING ADDRESS:
306 California Bldg.
11 S. San Joaquin St.
copy in Baing
Stockton, California 95202
our file Som Imaging
April 16, 1971
Mr. Lewis Uhler
State Office of Economic Opportunity
1800 20th Street
Sacramento, California
Dear Mr. Uhler:
We would like to have a list of the technical assistance available
through your agency and the name of person we would contact for these
services.
Your conference was very informative and I hope we can take advan-
tage of the services you offer.
Yours truly,
Gualdian Geraldine Montgomery Marljamiry
Community Development Specialist
and Training Coordinator
:mw
ECONOMIC OPPORTUNITY COMMISSION
OF IMPERIAL COUNTY, INC.
COMMUNITY ACTION PROGRAM
795 MAIN STREET
EL CENTRO, CALIFORNIA 92243
PHONE: 352-8521
352.8527
April 28, 1971
Mr. Robert Frane
State Office of Economic Opportunity
Department of Human Resources Development
800 Capitol Mall
Sacramento, California 95814
Dear Sob,
Just a short note to express my appreciation of the State
Resources Mobilization Conference hosted by your office.
It was a very informative conference, and more important, I
think that a lot of the people who attended it went away with
an entirely different opinion as to the function and intent
of S.E.O.O.
I would like to make one suggestion regarding any future
meetings and that is that we split the State into two
sections, either North and South or Urban and Rural, as I
felt that there was too large a group at this one to get
the full benefit of everything that was available. I know
that I got much more imput from the previous conference which
was only for Rural CAA's and the groups were much smaller.
Looking forward to seeing you soon.
Sincerely,
Camson Cameron Hendry Hindy
Executive Director
CH/mer
d. Recommendations: All Training and Technical Assistance
activities of the SE00 should be reviewed for the purpose of opening
adequate channels of communication leading to the provision of
realistic responses to the Training and Technical Assistance
needs of the CAAs in an atmosphere of mutual trust.
2. MOBILIZATION OF RESOURCES:
a. Perception: CAAS, federal agencies and local governmental
agencies had very little knowledge of the activities of the California
SEOO in the area of resource mobilization. CAAs perceived the SEOO
merely as an investigative agency that didn't place a high priority
on the mobilization of resources. Federal agencies and local
governmental agencies had either no concept of or very little
knowledge of the activities of the California SEOO. On the other
hand, the California SEOO viewed itself as having done a good job of
developing state resources for rural communities.
b. Findings:
(1) It appears that the SEOO has not given priority to
the mobilization and coordination of anti-poverty resources, par-
ticularly at the state level. Only 11% of state personnel inter-
viewed answered in the affirmative concerning this question, 22%
replied negatively, and 67% said they didn't know.
(2) The California SEOO, with the assistance of the American
Technical Assistance Corporation (A.T.A.C.) conducted a two day workshop
in December on mobilization of state resources for rural CAAS. Many
state agencies participated and conducted sessions concerning resources
available within state government. The SEOO distributed a resource
book dealing with state agency resources to some CAAs. *The response
from most of the participating CAAS was that they thought that this
was a good workshop and were encouraged by the offer of assistance
from state agencies. Although this was a good conference, the results
will be determined by the delivery system that will be established
and the willingness of state agencies to respond to CAA requests.
The SEOO also was able to enlist the support of the
California National Guard in two airlifts -- one to deliver food
and toys to Indian reservations at Christmas time, the other to
deliver dental equipment to Indian reservations.
*State Services for Local Government, prepared by Council on Intergovern-
mental Relations.
35
Page 35 -- 1. d. - RECOMMENDATIONS (Charge)
All Training and Technical Assistance activities of the SEOO
should be reviewed for the purpose of opening adequate channels
of communication leading to the provision of realistic
responses to the Training and Technical Assistance needs
of the CAAs in an atmosphere of mutual trust.
RESPONSE:
The recommendation that all training and technical assistance
should be reviewed for the purpose of opening adequate channels
of communication for the development of realistic responses is
a good one. We are now in the midst of doing this not only
through the Resources Mobilization Conference but through
personal contacts of all technical assistance personnel with
the CAP Board Chairman and the CAP Directors on reviewing
the TA needs of these agencies, on following up a report of
our visit and also in working cooperatively with the State
CPAs and the Regional Field reps on the delivery of TA and
our conclusions and evaluations of TA. Therefore, the new
relationship that is being evolved between SEOO and other
agencies is not only constructive but an informative and an
evaluative one as well. The issue of mutual trust is one
that will take time and will have to be based on our delivery
of specific services to these CAPs, their acceptance of such
services, and implementation of programs that do benefit
the poor. I think this will take place in a very short period
of time.
Page 35 -- MOBILIZATION OF RESOURCES (Charge)
Perception: CAAs, federal agencies and local governmental
agencies had very little knowledge of the activities of the
California SEOO in the area of resource mobilization.
RESPONSE:
Statements that there is little knowledge of the resource
mobilization efforts of SEOO are just not true and is evidenced
by the last resources mobilization conference and other
statements made in reply to this report about activities
that took place in Madera, Merced, Riverside, San Luis Obispo,
and other counties that we have served directly with services.
Page 35 -- FINDINGS (Charge)
It appears that the SEOO has not given priority to the
mobilization and coordination of anti-poverty resources,
particularly at the state level. Only 11% of state personnel
interviewed answered in the affirmative concerning this
question, 22% replied negatively, and 67% said they didn't
know.
RESPONSE:
The allocation of mobilization and coordination of anti-
poverty resources is a primary activity of SEOO. However,
staff and funds for this purpose have been limited. Although
the personnel interviewed did not know what we did and did
not have a large knowledge of our activities, many of the
people interviewed were not the people with whom this office
has dealt. Therefore the communication problem exists not
only in SEOO but in the organizations with whom we work. We
are now endeavoring to solve this problem through news
releases, newsletters, inter-office communications, as well
as personal contacts with department heads as well as
supportive personnel with lines of communications to the
Governor and to State agency directors, services from such
untapped resources as the National Guard, the Division of
Forestry, the Community Colleges, the State Department of
Higher Education, State Department of Education, and other
areas that have not previously coordinated with in any
substantial depth or extended activity. We are now doing
this and although it is taking us some time to get to this
point, this problem has been corrected. Not only as a result
of our communication with other CAPs. Evidence of our follow-
up on our state resources mobilization has not only been in contacts
that we are now making for instance with the National Council
on Aging and the Emergency Food Program and other programs,
but also as evidenced by the conference paper which is being
mailed out this week, the week of April 28, 1971, to all
the participants in the last Resources Mobilization Conference.
All of the participants have also been solicited and many
responses have been made from CAPs on their reaction to
the conference and their recommendations for constructive
suggestions to the next conference. Additionally, CAPs
and poor people will be involved in the planning of the
next resources mobilization conference.
A coordinated delivery system on the availability of follow-
up technical assistance is now being worked out and negotiated
between Bill Smith of Regional OEO, between Al Kennefick of
ATAC, between Kermit Bailer of SDI and myself, Barny Schur,
in charge of TA for SEOO. A coordinated program and
scheduling of TA personnel statewide will be developed by
these four principles and each one will take responsibility
for different areas of coordinated planning and delivery of
-2-
TA services statewide. A workshop or mobilization conference
as indicated on Page 36, number 4, has been worked out and
held in April, 1971 and was the second resources mobilization
conference and was a successful conference.
(3) Finally, many CAAS probably will not request assistance
from the California SEOO or state agencies since they are reluctant
to have contact with these agencies.
C. Conclusions: The SECO has not been sufficiently effective
in the mobilization and coordination of state anti-poverty related
resources nor have they developed and assisted in the development
of state resources to the degree necessary to gain the respect of
the CAAs. The December Resource Mobilization Conference for rural
CAAS and the Air National Guard "air lifts" are their best efforts
to date. At the present time, there are not any significant measur-
able results as to the actual mobilization of state resources follow-
ing the December conference.
d. Recommendations:
(1) Since the SEOO has direct lines of communication to the
Governor, the agency should be able to influence policy and the delivery
of state anti-poverty related resources. The agency should make a
concentrated effort to mobilize and coordinate state resources in order
to meet the needs of low-income persons and CAAS.
(2) Intensive follow-up on the Resource Mobilization Conference
should be made to insure the rendering of technical assistance and other
services from the state agencies that participated.
(3) A delivery mechanism should be established to insure
availability and follow-up on available state resources.
(4) A workshop for urban CAAs similar to the one held for
rural CAAs should be conducted.
(5) CAAs should be encouraged to request assistance from the
SEOO in gaining access to available state resources.
3. COORDINATION AND PLANNING:
a. Findings:
(1) The SEOO considers planning for activities that affect
the poor to be a function of other agencies of state government. This
attitude is consistent with their perception of their role as advocates
of the poor. While the Economic Opportunity Act of 1964, as amended,
emphasizes participation of the poor in planning processes, there was
little evidence that the SEOO shares this view or has taken steps to
involve the poor in any planning processes. This attitude has resulted
in a conflict between SEOO, CAAs and the Regional Office regarding the
steps to be taken to achieve involvement of the poor in the planning
process.
36
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"ocrText": "Ronald Reagan Presidential Library\nDigital Library Collections\nThis is a PDF of a folder from our textual collections.\nCollection: Reagan, Ronald: Gubernatorial Papers,\n1966-74: Press Unit\nFolder Title: California State Office of Economic Opportunity\n- Response to Federal Evaluation 04/29/1971,\nVol. I (6 of 7)\nBox: P27\nTo see more digitized collections visit:\nhttps://reaganlibrary.gov/archives/digital-library\nTo see all Ronald Reagan Presidential Library inventories visit:\nhttps://reaganlibrary.gov/document-collection\nContact a reference archivist at: [email protected]\nCitation Guidelines: https://reaganlibrary.gov/citing\nNational Archives Catalogue: https://catalog.archives.gov/\nTA REPORT\nAREA: Santa Clara County (San Jose)\nDATE: April 6, 1971\nCONTACT: Robert Squaglia, Executive Director, and staff\nPROBLEM: Technical assistance needed in fund raising and in\nalternate funding sources.\nDISCUSSION: Potential use of the ice and roller rink idea for raising\nsome funds for a summer youth program.\nPotential employment opportunities at the ice rinks,\nroller rinks, bowling alleys, etc., for low-income and\nminority group youth with adjunct of fund raising.\nDistribution of fliers through the schools will promote\ncloser ties with education, private business resources,\nand more extensive promotion of local CAA programs.\nNEEDS: Additional funds and time to get current programs underway.\nState resources mobilization from SEOO as the need arises.\nRECOMMENDATIONS: The ice rink idea be tried to raise funds for youth\nprograms. Mr. Neil Rose of the Sun Valley Ice Rink will\ncontact Bob for negotiations on the fliers, funds to be\nprovided. SEOO will try to arrange a meeting with the\nunder-leadership of the CAP and the ice rink representative.\nThe CAP should arrange for distribution of the fliers\nthrough the school district superintendent.\nACTION: SEOO is to contact ice rink officials and coordinate\nadditional meetings.\nBOARD CHAIRMAN:\nName: Richard Rios\nAddress: 841 The Alameda\nSan Jose, California 95110\nTelephone: (408) 298-3977\nTA REPORT\nAREA: Monterey County (Salinas)\nDATE: April 7, 1971\nNTACT: John Mathis, Executive Director, and staff\nPROBLEM: Pre-training in grantsmanship was needed in line with\npresentation by ATAC (American Technical Assistance Corporation).\nISCUSSION: Each staff member outlined his area of responsibility and the\nproblems being faced in his particular programs.\nPresentation was made on basic management functions of planning,\norganization, staffing, direction, control, follow-up as\nconcerns CAA work programs: how to develop a grant and its\nbasic components, how a budget is organized, executed and\nadministered. General comments on how to utilize banks for\nadditional local share and technical services, as well as\nbetter use of area colleges.\nNEEDS: Special technical assistance in fiscal controls (Charles\nBlaker has been alerted to arrange for such services).\nSpecial assistance in Housing (Bob Frane alerted to needs;\nwill make arrangements as soon as practical).\nAdditional management technical assistance to the Director\nand particular members of the staff.\nECOMMENDATIONS :\nThe area colleges should provide some specific services in\nother than the social sciences. A future meeting between\nSEOO and the colleges will be arranged under leadership\nf.om the CAP. Emphasis should be placed upon CAP staff\nenrolling in the Management-Supervision programs, or basic\nadministration programs to gain necessary administrative\nskills.\nACTION: Technical assistance in management given. Future meetings\nwith colleges to be arranged.\nDARD CHAIRMAN:\nNAME: Reverend H. H. Lusk\nADDRESS: #5 West Gabilan Street\nP. O. Box 1087\nSalinas, California 93901\nTELEPHONE: (408) 424-0091\nTA REPORT\nAREA: Santa Cruz\nDATE: April 8, 1971\nCONTACT: Richard Brown, Executive Director, and staff members\nPROBLEM: Completing the CAP Form 81 and organizing the work\nprograms for the next grant year.\nDISCUSSION: SEOO provided a concise outline of the planning, organi-\nzation, staffing, direction control and follow-up necessary\nto develop a CAP 81 and CAP 7 as well as in the adminis-\ntration of a program.\nSEOO outlined a basic function of the CAA budget including\nhow it is organized, executed, and controled, and funds\ntransferred from among program accounts and within a\nprogram account. Emphasis was also placed on the category\nof \"special funds\" from sources and revenues not provided\nfor in the guidelines. An outline of what the banks can\nand should do for local share was also provided.\nNEEDS: 1. Funds to expand most program needs.\n2. Housing, funds and programs to build more units in\nWatsonville.\n3. Problems of conflict between what CAP can and should\ndo and community demands upon the CAA.\n4. Training program on grantsmanship.\n5. Transportation problems in the county.\n6. Senior citizens need more program funds and centers.\nRECOMMENDATIONS: For increased local share and new funding sources, the\nCAP should shop around among the various banks to see\nwhich will give the most services in return for the\ndeposits being made. Such service should include, at\nleast, free checking, low interest loans or grants to\nthe credit union, free salary check issuance and record-\nkeeping, free fiscal and auditing advice and service, and\nfree meeting space.\nRecommendations were also made on the procedures for\ncompleting the CAP Form 81 and CAP Form 7.\nACTION: Return to CAP for specific training with the CAP Director\non issues of authority and responsibility, and community\nresources mobilization. CAP was advised to send a\nrepresentative to the technical assistance conference\nin Sacramento.\nTA REPORT\n7 -7-\nBOARD CHAIRMAN:\nName: Dr. Bill Zachmeier\nAddress: 701 Ocean\nSanta Cruz, California 95060\nTelephone: (408) 426-3140\nArea =\nRio Hondo (Los Angeles County)\nContact:\nSalvador Velasquez\nProblems:\nRio Hondo CAP has been having problems in its\nadministrative management, internal fiscal controls,\nprogram evaluation services, and grant management\nprocedures. These are being remedied by direct\nassistance from Pat Marwick and Mitchell. Additionally\nthey have a great need for alternate funding sources,\nand employment resources. No special problems with\nthe SEOO or other CAP agencies.\nDiscussion:\n1.\nElimination of weak projects; CAP not disagreeing\nwith State position, if State sincere.\n2. No real problem with State Office because they\nhave been left alone without outside interference.\n3. Semi-annual evaluations would be cooperated with\nif instituted.\n4. ATAC has been helpful to them, training conference\nokay.\nNeeds:\nImmediate need of technical management and management\nsystems assistance is being resolved.\nNeed for alternate funding resources is pressing.\nThe CAP Versatile grant is not sufficient to fund a\nstrong enough administrative core to operate all of\nthe CAP programs. Number and cost of staff in rela-\ntion to total funding is small and less then most\ncomparable CAP's.\nRecommendations:\n1. A strong Inter-CAP technical assistance program\nbe organized for the Los Angeles outlying area with\nis\nfunds available from the SEOO for travel and per di\n2. More funds for outlying and rural CAPs that do not\nhave other financial resources as Model Cities,\nHUD, CEP, HEW, etc.\n3. Direct technical assistance on alternate funding\napplications and resources especially to develop\nbusiness enterprises.\n4. Need for State conferences on varieties of techni-\ncal assistance available to CAPs.\nImpressions:\nThe community support, and provision of offices, equip-\nment and cooperation in program development for Rio\nHondo is high. Although the CAP has had internal manag\nment problems that are now being adequately resolved,\nits community external support is excellent.\nAREA:\nSanta Cruz (CCCDC)\nDATE:\nThursday - March 18, 1971\nCONTACT:\nAlfred Navarro, Executive Director\nPROBLEM:\nEstablishment of Economic Development Corporation/Co-op\nCampesina, financial program.\nDISCUSSION:\n1. Accounting System and Internal Controls.\n2. Financial statements and reports.\nNEEDS:\n1. Financial policies to assure proper management\nin accordance with basic management standards and\nOEO requirements. The appropriate policy-making\nbody should review regularly the operations and\nactivities of the grantee, including its financial\nposition and operations, to ascertain that its\naffairs are properly administered. The appropriate\npolicy-making body remains ultimately responsible\nfor the proper administration of the grantee's\nfinancial position and operations.\n2. Establish a strong accounting system/adequate\nsystem of internal control.\n3. Effective financial reporting.\n4. A comprehensive independent audit and continuing\nprofessional financial counsel on major problems.\nRECOMMENDATIONS/ACTIONS:\n1. Direct cooperation and meetings between SEOO\nand OEO.\n2. Continuous evaluation and monitoring.\n3. Request SEOO technical assistance without\nhesitation.\nCB:vb\nAREA:\nSanta Cruz\nDATE:\nWednesday - Thursday, March 17-18, 1971\nCONTACT:\nMerrill Morton, Fiscal Officer\nPROBLEMS:\nTechnical Assistance - Fiscal Management Area\nDISCUSSION:\n1. Fiscal Management\nFinancial Reports\nBudget\nInternal Controls\nAccounting System\n2. Direct cooperation, meetings and technical\nassistance between SEOO, OEO and CAA.\n3. Periodical evaluation of CAA - Fiscal\nManagement System.\nNEEDS:\n1. No back-up in the Fiscal Section. Staffing -\nFiscal Officer and Account Clerk. Additional\nhelp needed in the preparation and maintaining\nof payroll.\n2. Contract between CAA and Certified Public Accountant\nfirm.\n3. In-put of Finance Officer in preparation of budget.\n4. Grantee Monthly Financial Report, CAP Form 15.\nReport in the arrears since November 1970.\n5. Internal controls in fiscal management area\nlacking in certain areas. Division of employees'\nduties and control of blank checks.\nRECOMMENDATIONS/ACTIONS:\n1. Recommend that CAP consider using a Work Study\nstudent to assist in the preparation of the\npayroll. The need could be satisfied by a\nstudent working 48 hours per month.\n2. Contract for CPA firm should be executed for\nthe protection of both parties.\n3. It is essential for the Fiscal Officer to\nparticipate in the grantees program development\nand budget.\n4. At month - end the grantee statement of\nfinancial operations showing budgetary\ncomparisons should be carefully reviewed.\nAny line items where expenditures appear to\nbe progressing at a rate likely to exhaust\nmonies too quickly should be carefully\nexamined and the cause determined. (CAP\nForm 15).\n5. Establish a division of employee duties\nand responsibilities that will result in a\nstrong internal control. The separation of\nthe operating employee duties (acquisition,\ncustody and disposition of assets) from\naccounting employees' duties of recording\nand posting transactions is the basis of\nstrong internal control.\n6. CAP memo 23A requires reference checks be\nmade on all new employees. The major reason\nfor this is to establish the prior salary.\nThis is not being accomplished. The Fiscal\nOfficer has been requested by the Executive\nDirector to accomplish this task. In my\nopinion this task should be performed by\nthe Personnel Committee and in turn referred\nto the CAA Board for final selection approval.\nCB : vb\nCB:vb\n3\nTA REPORT\nAREA: Quechan Nation, Ft. Yuma, California\nDATE: March 18 and 19, 1971\nCONTACT: Fritz E. Brown, President, Quechan Tribal Council\nFelix J. Montague, Colorado River Planning Area\nFrank J. Kinale, Manpower Development & Training Consultant\nPROBLEM: 1. Indians have claims to former tribal lands that they\nhave tried to have restored to them.\n2. They are developing a master economic development\nplan which is contingent upon restoration of tribal\nlands.\n3. There are problems with squatters who are settling\nthe disputed areas along the Colorado River.\n4. The Indians have failed to receive effective action\non their behalf from State agencies assisting them\nwith land and economic development problems.\n5. Indians have not been trained to operate whatever\nbusinesses are being developed on the reservation\nor to operate agricultural developments on the\nreservation. Although cooperation is increasing\nwith the Bureau of Land Management and the Bureau\nof Indian Affairs, it is not as good as it could be.\nDISCUSSION: We discussed the roll of technical assistance to the Indian\nnation, and that this consists of legal services, manage-\n5\nment services, economic development ideas, organizational\nassistance in the development of jobs, advice on contrac-\ntural matters, direct assistance in contacting State\nagencies and getting State agency assistance, coordination\nwith the Department of Human Resources Development, a\ndesire to make the Indian nation self-sufficient with\nminimum reliance on the outside community, and a desire\nby our office to enhance the rapport and respect between\nthe Indian nation and the Arizona and California communities.\nNEEDS:\nThe reservation needs to have its land restored prior to\neconomic development and before such time as the land\nbecomes so valuable as to male land restoration almost\nimpossible. They have a need for better quality on-\nsite education and educational facilities. They have\na need for stronger and more comprehensive HRD services\non the reservation; they need economic and career develop-\nment programs that will bring youth back to the reservation\nand keep them in touch with cultural ties and families,\nyet progressing the reservation to self-sufficient\neconomic development.\nNEEDS (continued)\nMore in-depth business and employment development and\ntraining services from both Federal and State agencies\nas well as the support of local political leaders to\nachieve these goals.\nNeed transportation system on the reservation that is\nself-supporting.\nThey need to have control over their own police facilities\nand law enforcement services on the reservation. They\nneed technical administration and management assistance\nto coordinate ideas presented to them and operational\nefficiency.\nECOMMENDATIONS:\nRecommend the ranch redesign its land planning proposal\nwith more emphasis on recreational outdoor employment.\nrather than Indian indoor employment. This would include\nthe development on a large scale of the Indian reservation\nas a \"Palm Springs of the Colorado River Basin\" with-\nemphasis on such things as winter resort and winter\nrecreation development.\nThe following are examples of the kind of recreational\nfacilities feasible on the reservation:\n1. Develop high quality sand mining and to sell the\nsand to the Department of Parks and Recreation\nand that the reservation contact Mr. William\nPenn Mott to negotiate this kind of program.\n2. Excess land from sand mining be filled in with\nwater and a forebay reservoir or small lake be\ncreated in which boating, canoeing, sailing and\nswimming, and other aquatic sports can take place.\nAdjacent to such a development should be a full-time\nresidential area for both recreational and retirement\npeople especially in view of the no tax policy on\nreservation land.\nSuch development should be both operated, administered\nand controlled by the tribal council and Indian residents\nof the reservation.\nProvide corporations such as the McCulloch Corporation,\nHughes AirWest Corporation, Southern Pacific or Georgia\nPacific, or others with a perspective of the potential\nfor such recreation development and encourage them to\nmake investments in this area on the reservation with\nthe stipulation that the Indians would receive a\npercentage of the profit in perpetuity and be trained\nto take over all facets of the administration of such\noperations, thus developing career opportunities for\nyoung and old alike.\nReservation should consider setting aside some lands as\na wildlife refuge to be opened for hunting during the\nseason to bring in sportsmen from all over the nation.\nThat such an area also be reforested with conifers and\ndeciduous trees that would thrive in the desert climate.\nGame animals that can survive should be introduced to\nthe area.\nA youth investment program be developed by picking\nleft-over crops and selling them competively in the\nYuma-El Centro-Mexican markets, with the funds going\nfor the youth center and youth center and youth\norganizational development.\nIn addition, the youth could develop and operate such\nfacilities as resident camping, go-carts, mini-bike\ntrails, miniature golf courses, etc.\nThe reservation should consider the development of an\n18-hole championship golf course with accompanying\nclubhouse and seek private resources for such a\ndevelopment.\nIn cooperation with Safeway or other large markets in\nCalifornia, develop an on-site supermarket especially\nin view of the no sales tax policy on reservations,\nwhich would make prices competitive to those in Yuma.\nAdded to this would be surplus farm commodities grown\non the reservation as part of the inventory of the\nmarket.\nIndians should be trained to farm the land they are\nnow leasing.\nDevelopment of their own agricultural resources.\nBecause of the large gravel hills, it is suggested they\ndevelop skills in gravel mining and cement production\nand develop contracts with the Division of Highways as\nsoon as possible for the impending freeway construction\ngoing through the reservation.\nOn the freeway interchanges that are located on the\nreservation, it is suggested the Quechan Tribal\nCouncil negotiate a contract which will allow the\nIndians to have a percentage of the income from such\nbusinesses and be trained to administer and operate\nbusinesses as part of employment and career development.\nACTION:\nOur office will seek to assist revervation in developing\nan immediate contract for the use of gravel that is now\nlocated on the reservation.\nSeek to help them develop a market for sand now located\non the reservation.\n-4-\nACTION (continued)\nSeek to develop a resource for the supermarket and\nother commercial development on the reservation.\nSeek to assist in securing private corporation financial\nand construction development for both recreation and\nresident facilities on the reservation.\nSeek to get State support the for Indian tribal land\nclaims that are now being processed.\n0\nArea:\nTulare County (Visalia)\nDate:\nWednesday, January 13, 1971\nContact:\nNat Unikel\nProblems:\nCAP asserted its organization and functioning\nproblems are minimal. Desire more alternate\nfunding sources and assistance from State in\nlocating such sources. SEOO fails to contact\nCAP before coming into area, operates quietly.\nbehind the scenes then appears before Board of\nSupervisors to provide advocacy to create CAP\nunder Board of Supervisors in accord with Green\nAmendments - prefers to have this out in the\nopen.\nDiscussion:\n1.\nElimination of weak projects, CAP not\ndisagreeing with State position, if State\nsincere.\n2. Development of a San Joaquin Valley Inter-CAP\nAssistance Unit so that each CAP with like\nproblems would be able to assist one another\nto further serve the interests of the poor,\narea-wide.\n3. No real problem with State office because they\nhave been left alone without outside inter-\nference.\n4. Semi-annual evaluations would be cooperated\nwith if instituted.\n5. ATAC has been helpful to them, training\nconference okay.\nNeeds:\n1. Alternate funding.\n2. More general contact.\n0\n3. Mobiliziation of State resources, education,\nHRD, Department of Agriculture, etc. on behalf\nof CAP.\nRecommendations:\n1. Provide a staff person with responsibility for\nlocating alternate funding sources, knowing\napplication requirements, and assist CAP in\nsecuring such funding.\n2. Develop a San Joaquin area conference for or\nof CAP administrators to assist in solving their\ninternal and external regional problems.\nP.S. Dr. Bob Rothschild, my old boss at the Contra Costa County\nDepartment of Education, sends his greetings.\nArea:\nFresno\nDate:\nWednesday, January 13, 1971\nContact:\nJim Williams, Dick Price\nProblems:\nNo continuity of Field Representatives in Federal or\nState so that working relationships and confidence can\nbe achieved. Inadequate follow-through on State and\nFederal representative's recommendations, program\nobjectives, or evaluations. Sometimes, no communi-\ncations on these areas. Application decision should\nbe concurrent with Regional sign-off so that State\nveto is not last minute. Equal distribution of all\ncommunications and technical assistance, grant\nmaterials to rural as well as urban CAP's. San\nJoaquin area economic development is poor.\nDiscussion:\n1.\nAssistance in elimination of weak projects.\n2. San Joaquin inter-CAP assistance program.\n3. Semi-annual evaluations.\n4. More contact with State supervisors of programs\nin addition to representatives.\n5. More direct assistance from State with\nmobilizing educational, State office, and other\nsuch resources.\nNeeds:\n1. With mechanization should come plan for what to\ndo with people displaced by such progress before\nthe machine is used in production.\n2. More housing and job development assistance to\nbalance the Valley economy.\n3. Help with placement of poor in new IRS facility.\n4.\nConstructive assistance from State office, help\nin implementing ideas of recommendations.\nRecommendations:\n1. Assist with IRS employment program.\n2. Get universities to develop program and plans\nfor providing the needs of those displaced by\nmechanization in agriculture.\n3. Get university and State college economics to\nwork more closely with CAP's where such educa-\ntional facilities exist.\nAREA: Merced\nDATE: March 10, 11 and 12, 1971\nCONTACT: Richard Flint, Executive Director\nHarriet Leves, Program Chairman\nPROBLEM: CAA short handed. Beyond program year end; operating on\ncontinuance budget with no clear date of refunding.\nDISCUSSION:\nNEEDS: CAA requested general assistance with:\n1. Training in program planning and development for\nProgram Committee members and staff.\n2. Direct assistance to lay multi-social group in\npreparation of application for HUD Community\nFacility Center.\n3. Orientation and training to Economic Development.\nRECOMMENDATIONS:\nACTION: 1. Determine availability of State architect (free)\n2. Write proposal.\n3. Train neighborhood committee in proposal writing by\ninvolvement in (2) above.\n4. Train new Economic Development Director in field.\nOARD CHAIRMAN:\nName: Leo Giobetti\nAddress: 2870 Evelyn Court, Merced, California 95403\nPhone Number: (209) 723-4565\nLEWIS K. UHLER\nRONALD REAGAN\nDIRECTOR\nGOVERNOR\nOffice of Eronomic Opportunity\nDEPARTMENT OF HUMAN RESOURCES DEVELOPMENT\n800 CAPITOL MALL SACRAMENTO 95814\n916 445-9670 OR 445-7011\nFebruary 1, 1971\nMr. Paul O'Rourke\nTraining Chief\nU.S. Internal Revenue Service\n450 Golden Gate Avenue\nSan Francisco, California\nDear Paul:\nOur office is seeking to assist the Fresno Community Action Agency\nin placing low income and minority group peoples into your new\nIRS facility in that area.\nI would appreciate it if you could personally contact Mr. Richard\nHeath, Executive Director at the EOC, Main Post Office, Room 328,\nFresno, California 93721, and assure him of maximum assistance\nin the training and placement of such persons from his area.\nOur office views the placement of low income peoples as vital to\nminimizing the welfare rolls and maximizing the progress of low\nincome peoples as contributing members of our community.\nYour personal assistance will be appreciated.\nSincerely yours,\nYour old student and colleague\nBarny Schur\nSTAP/Assistant to the Director\nBS:plg\nCC: Mr. Richard Heath, Fresno CAA\nP.S. Are you still teaching at Golden Gate? I am now at Diablo\nValley College in the evenings.\nArea:\nMadera\nDate:\nThursday, January 14, 1971\nContact:\nPat Vogel and Ron Manfrede\nProblems:\nNo employment. Insufficient funds to cover travel\nin rural areas. No real chances for upward mobility\nin CAP, county is tight in hiring qualifications\nfor CAP supervision positions. State assistance has\nbeen meager but helpful. ATAC has been helpful.\nNAB's and HRD help on bottling company (Madera Glass\nCompany).\nDiscussion:\n1.\nElimination of weak projects within CAP's.\n2. Mobilization of State resources.\n3. More personal contact within CAP's in Valley.\n4. More mobilization of experts within colleges\nin the areas.\n5. The CAP does not have a junior college or other\neducational training program in conjunction\nwith work experience in the anti-poverty program.\n6. Future meeting with County Manager.\nNeeds:\n1. Contact with NAB's to assure issuance of the\nJob 70 contract for 117 of 190 positions with\nMadera Glass Company.\n2. Contact with San Francisco Regional DOL repre-\nsentative to assure issuance of Jobs 70\ncontract.\n3. Contact with company personnel manager to\nstress importance of hiring of low income\npeople by the Madera Glass Company.\n4. Housing assistance is needed - self-help, etc.\nRecommendations:\n1. We do all we can to assure the Jobs 70 contract\nwith NAB's and the hiring of low income people\nwith Madera Glass Company.\n2. Mobilize educational resources in the area to\nassist the CAP.\n3. Get HRD to send a part-time employment counselor\nand pre-employment training representative to\nMadera.\n4. Send in Housing Technical Assistant.\nACTION ITEM: Send letter to Madera Glass, DOL and NAB's stressing\nGovernor's interest in the hiring of low income\npeople in the Madera Glass Company project.\nTO: William Blue\nManager-Controller\nMadera Glass Company\nAvenue 13\nMadera, California\nRalph Sager\nNAB's\nAREA:\nVentura County CAC\nDATE:\nMarch 23, 1971\nCONTACT:\nThomas O'Brien, Executive Director\nMercedes Robertson, Comptroller\nThomas O. Mahon, County Auditor\nPROBLEMS:\nEvaluate the accounting system and internal controls.\nDetermine technical assistance needs - Fiscal\nManagement area. Provide direct technical assistance -\nFiscal Management area.\nDISCUSSION:\nA general review and an evaluation of the grantee's\naccounting system and internal controls was conducted\nat this time. The review included basic grant document\norganizational structure, operating procedu es, audit\nreports and various financial records. Mr. Pete\nPetersen, Community Program Analyst, SEOO participated\nin discussions held with responsible staff personnel:\nAn exit conference was held with the grantee's Deputy\nDirector and Comptroller on March 23, 1971.\nThe control of the Ventura County anti-poverty program\nby the Board of Supervisors involves the control of\ngrantee's funds by the County Auditor. The grantee\nmaintains expenditure records with the objective of\nproviding the necessary data for financial reporting\npurposes. These expenditure records are reconciled\nmonthly to the County's cash disbursement records.\nThis system provides the grantee adequate reporting\ninformation but it involves some unnecessary account-\ning activity and a substantial amount of duplication\nof effort already available in the County's accounting\nsystem. The information required for reporting\npurposes could be readily extracted from the County's\nrecords through modification of the County's system\nof accounting for OEO funds. Thus, eliminating\nthe need for the essentially duplicative system\nmaintained by the grantee.\nThe need to establish a property accounting and\ncontrol system was discussed. The grantee has never\nestablished property records and controls over\naccountable property purchased with grant funds,\ndonated as in-kind contributions, or acquired as\nGSA excess, as required by CAP Guide, Volume V.\nThe Comptroller and Assistant are currently\nattempting to develop an adequate property\naccounting and control system and grant property\nis being marked with identifying symbols to show\norigin and/or ownership. The inadequacy of\nproperty records and controls was noted in\nindependent audit reports for Program Years \"A\"\nthrough \"D\".\nThe grantee's control over vehicle use was\nconsidered inadequate. In my opinion, adequate\nvehicle utilization records for the two motor\nvehicles assigned were not being maintained. The\ndaily log showing speedometer readings, user of\nvehicle, and purpose of use was incomplete in that\nthere were significant gaps in speedometer reading\npostings. A new daily log format was discussed.\nThe grantee's control over telephone use was\nconsidered inadequate. The grantee does not\nmaintain adequate telephone call records. AS\na result, evidence to show that telephone calls\nfor only grant purposes by authorized persons\nis not available.\nDocumentation of the Legal Aid Program \"In-kind\"\ncontributions are appro imately $18,000 in the\narrears for PY \"E\" ending March 31, 1971. Only\n$5,500 of the non-federal contributions share\nhas been documented.\nNEEDS:\n1. Improve property management by establishing\n(1) an adequate property accounting and control\nsystem (2) adequate vehicle utilization records.\n2. Need to develop an adequate accounting and\ncontrol system relating to telephone usage.\n3. Grantee should address themselves to the need\nfor \"In-kind\" contributions particularly in the\nLegal Aid program.\n4. Written procedures for purchasing and property\ncontrol.\n5. Policies and procedures with respect to the\nusage of grant vehicles and telephones be stated\nin writing in sufficient detail to enable all\npersons concerned to comply.\nRECOMMENDATIONS:\n1. That this Grantee modify the accounting system\nto embrace all of the elements of accounting now\nbeing performed by the County Auditor and the Grant\nAccounting Unit. By modifying and/or consolidating\nthe accounting system, greater control and\nuniformity can be achieved and duplication of\nefforts eliminated.\n2. That the Grantee resolve their accountability\nof property acquired during PY \"A\" through PY \"E\"\nas expeditiously as possible. The amount of property\nwhich the Grantee is accountable for is not known\nat this date.\n3. Policies and procedures with respect to\npurchasing and property control, usage of\nvehicles and telephones, and documentation of\n\"In-kind\" contributions be stated in writing.\n(Operations Manual/SOP etc.)\nArea:\nLong Beach\nContact:\nMrs. Elizabeth Moore\nCarl P. Wallace\nProblems:\nLong Beach is suffering from unemployment and economic\nwoes resulting not only from the nation's economic\nslump but also from cut backs in military spending\nat the Navy Ship Yard.\nState OEO personnel came into Long Beach last year\nto evaluate the programs, made positive statements,\nbut filed negative reports.\nDiscussion: 1. State position on CAPs is to assist CAAS in\neliminating weak projects within a CAP but\nto provide all the necessary technical assistance\nto save such projects first. If a project cannot\nbe saved and a CAA is positively committed to a\nproject that is not competent, then SECO would\nuse its veto power to encourage the CAA to\neliminate such weak projects. The CAP would then\nredistribute funds to stronger programs.\n2. State would begin to provide funding and program\nideas to CAPs.\n3. Boards should set policy and make decisions on\nthe CAA level with CAP administrators carrying\nout such policy.\n4. More leadership should be exercised by Regional\n030 and SECO. More team pre-review and evaluation\nby Regional OEO and SEOO jointly so they concur\nrather than conflict on recommendations.\nNeeds\n1. Alternate funding specialist.\n2. State Average Daily Attendance (ADA) reimbursement\nfor CAP special education program for school dropouts.\n3. More cooperative assistance from Regional and\nSEOO before problems develop.\n4. Reconstitute State Advisory Committee to SEOO.\n5. Develop a California CAA Board Chairman's group\nfor problem solving among CAPS.\nRecommendations:\n1. Hire alternate funding specialist in next grant.\n2. Send review and evaluation personnel in Regional\nand SE00 teams with written comments at time they\nleave CAP and follow-up report to CAP within 3 weeks.\n3. Develop a technical assistance conference for all\nCAA Board Chairmen and CAP Directors with position\nstatements by Regional and State OEO that are open,\n- 2 -\nACTION:\n1. Get Regional and State 0E0 Technical Assistance\nand Goals Conference going before summer.\n2. Get State OEO Advisory Committee reconstituted\n(with outgoing CAA Board Chairmen participating)\nbefore April, 1971.\n0\nTo\n:\nMr. Joe Williams\nDale :\nFebruary 16; 1971\nExecutive Director\nEconomic Opportunities Commission\n2309 Tulare Street\nFresno, California 93721\nSubject:\nIRS Employee\nPlacements\nFrom :\nBarny Schur\nSTAP/Assistent to the Director\nAttached is a copy of a letter from Mr. Paul O'Rourke of\nthe IRS which I thought you might be interested in.\nIf you need any additional personal assistance from me on\nsecuring placement of the people you are training for the\nIRS facility, please contact me as soon as possible.\nBS:plg\nAttachment\nRegional Commissioner\nInternal Revenue Service\nWestern Region\nDate:\nIn raply refer to:\nFebruary 10, 1971 Ad:T\nMr. Barny Schur\nSTAP/Assistant to the Director\nOffice of Economic Opportunity\nDepartment of Human Resources\nDevelopment\n800 Capitol Mall\nSacramento, California 95814\nDear Barny:\nIt was good, indeed, to hear from you. Your letter was timely as\nit prompted a telephone call from us to the newly appointed Execu-\ntive Director of the EOC, Fresno, Mr. Joe Williams.\nWe were able, in our discussion with Mr. Williams, to learn about\nthe EOC's training activities which might produce some future\nemployees for our center. Mr. Williams now has 27 in training; we\nagreed with him on his plan to emphasize test-taking skills in the\ntraining class. Mr. Williams has been in contact with Mr. Claude\nTorres, Manager of the Fresno HUD Center.\nA brief discussion ensued relative to the eventual placement of\nEconomic Opportunity enrollees at the Center. It was brought out\nthat the Center will be an excellent training ground for NYC, STEP,\nand CEP enrollees in 1972; however, Mr. Williams recognized there\nwas little possibility for such trainee slots this year since the\npermanent staff won't begin to be employed until the end of 1971.\nMr. Williams was supplied with the names and telephone numbers of\nour Chief, Administration Division and Personnel Officer at Fresno.\nHe plans to contact them soon. It is well for these gentlemen to\nbecome acquainted early in the game, even if no hiring is being\ndone now. I feel our discussion with Mr. Williams was fruitful.\nThanks for contacting me. We will keep in touch.\nyours,\n'Rourke\nChief, Training & Taxpayer\nEducation Branch\nWestern Region\nAREA :\nSanta Barbara\nDATE : Wednesday, March 17, 1971\nCONTACT\n:\nDr. Norbert McNamara, President\nMr. Roger E. Heroux, Acting Executive Director\nPROBLEM : The CAP does not have a permanent director at this time\nand the acting director does not have the authority to\nformulate firm administrative procedures.\nA recent emergency food program was split into several\ncomponents because of community pressures which puts\nmore funds into administration than food distribution.\nThe CAP is failing to make maximum potential use of\nlocal banks as a financial source.\nDISCUSSION : We discussed fund-raising ideas using local bowling\nallies or skating rinks.\nUtilization of local bank with whom the CAP has an\naccount for such things as local share, technical\nassistance in financial management, meeting room space\nfor executive meetings, contributions to the youth\nprogram in lieu of interest balances on the money on\ndeposit, and using the bank as a wedge to open other\ndoors with businesses and industries with whom the\nbank is doing business that will help with economic\ndevelopment and job development programs.\nThe emergency food program should be unified under\none unit serving the needs of the whole community;\nin particular, those of the aged.\nNEEDS : CAP needs strong leadership, additional funding sources,\nincreased economic picture that will lead to more jobs,\nand more innovative ideas for program development.\nECOMMENDATIONS :\n1.\nIn the hiring of a new director, the CAA Board\nshould consider giving preference to people with\na strong managerial and educational background\nas well as administrative.\n2. Emergency food program be administered directly\nby the CAP on the inside basis or by a non-\ncontroversial community agency that serves total\ncommunity needs, such as a local church or civic\norganization.\n3. The CAP should contact the local bank with whom\nit has an account and explore possible alternatives\nin the form of services to be rendered by the bank\nin exchange for having money on deposit.\nTA REPORT\n-2-\nMarch 23, 1971\nCOMMENDATIONS (Continued)\n4. Monthly salary checks and related journals and ledgers\ncould be administered by the bank. This will relieve\npressure on the bookkeeping and accounting procedures.\ndum\n01.19.00\nDate : April 15, 1971\nSubject: Review of Santa\nBarbara Fiscal Program\nSaray Schur\nPlease be sure that a note is sent to Santa Barbara concerning\nour last fiscal review doing the following:\n1. Noting a correction in our records on fiscal year\ndates.\n2. Assuring them in writing that the $45,000 allegation\nwas discovered to be false by this office.\nA prompt response in this area from the TA Section will assure\nthem of our sincerity in helping solve problems in a positive\nmanner.\nBS:plg\nAREA:\nCommunity Action Commission of Santa Barbara County, Inc.\nDATE:\nMarch 16, 1971\nONTACT:\nRoger E. Heroux, (Acting) Executive Director\nPROBLEM: Technical assistance - Fiscal management area.\n:CG3N/NOISSHOSIC\nPurpose of visit to the CAA was to conduct a general review and an\nevaluation of the grantee's accounting system and internal controls.\nThe review included basic grant documents, organizational structure,\noperating procedures, audit reports and various financial records;\nand we held discussions with responsible financial program individuals.\nThe accounting system and internal controls of the grantee are\nconsidered adequate to safeguard the assets of the grantee, check\nthe accuracy and reliability of accounting data, promote operational\nefficiency, and encourage adherence to prescribed management policies.\nWe noted a need to improve financial management by timely submission\nof the application for grant funds to preclude borrowing of funds\nfrom other CAAs. This CAA borrowed $10,000 on January 22, 1971, and\n$25,000 on February 3, 1971 from the Ventura CAA, pending receipt\nE funds for PY \"E\", grant period November 1, 1971 to October 31,\n1971. On March 3, 1971 $65,000 was made available under PY \"E\".\nThe funds borrowed have not been repaid to date.\nAn audit by the Certified Public Accountant (CPA), Mr. E. O. Gieseler,\nof PY \"D\" is scheduled for completion by March 31, 1971. The PY \"D\"\naudit was discussed with Mr. Gieseler through coordination with the\nCAA Executive Director. The CPA is currently examining some 76\nchecks to assure that these expenditures are allowable. These items\nrequire additional substantiating information before final deter-\nmination of validity. I will verify these items on the next visit\nto this CAA, I found the CPA audit to be quite comprehensive and am\nconvinced that it involved more than the normal amount of time\nallotted for this type of audit. The only question I had relative\nto the CPA was the lack of a contract for these services with the\nCAA. The CPA received a regular fee amount for his services.\nThe only federal audit of this CAA was made in January 1968 for\nPY \"A\". The CAA fiscal officer is required to submit a voluminous\nmonthly financial report, listing every expenditure for the month,\nto the board members. The February 1971 report contained 20 pages\nof posted entries and there were 30 Xerox copies made for the\nboard members. We recommended that the CAA board establish a\nfinance committee and the appointed chairman review the financial\nosition of the CAA and give an oral report to the members based\non his examination and verification of monthly expenditures,\n-2-\nThere was certain questionable items uncovered in our cursory\nreview of the CAA financial records, i.e.,\n1.\nThe expenditure of Economic Opportunity funds totalling $1, 750\nto program \"Operation Solidarity\" was not adequately supported\nby documentation showing the basis of expenditures or the\nrelationship to the approved program.\n2.\nExpenditures of some $352 involving the use of three buses,\nto transport individuals to an unauthorized assembly.\n3.\nThe Assistant Director approved his own \"time attendance and\nwage record\" report for November 1970.\n4.\nThe executive director approved his own travel (Mileage) for\nFebruary 1971.\n5.\nSeveral program component budgets for travel expenses are being\noverspent based on monthly allotment reports.\nThe CAA bookkeeper was considered to be thoroughly qualified for\nthe position through OJT received from the CAA fiscal officer. In\nthe more than three years on the job, however, she has not had any\nformalized training relative to OEO policies, procedures, instructions,\netc.\nRECOMMENDATIONS/ACTION:\nlie recommend that:\n1.\nThe grantee be instructed to implement review procedures to\nlimit disbursement of grant funds to those expenditures which\nare allowable, authorized and properly supported.\n2.\nEstablish a finance committee to report to board members.\n3.\nThe executive director review travel expenses of various\nprogram components.\n4.\nProvide formalized training where possible.\n5.\nExecute contract with CPA firm conducting audit of CAA.\nCB:vb:cv\nArea:\nBakersfield\nDate:\nWednesday, January 13, 1971\nContacts:\nEd Taylor, Director\nMet with general staff\nProblems:\nNo real problems with State office; however,\ncontacts have been limited and visitations are\nusually only in conjunction with pre-reviews.\nCAP is now in process of consolidating its out-\nreach offices and attempting to make them\nindependent administrative service centers with\nthe central office for overall operations,\ntechnical assistance, ideas, and coordination,\nas well as overall fiscal management.\nDiscussion: 1. Service to CAP by assisting in the elimination\nof weak projects within the CAP that are not\npolitically feasible in curtailing:\na. State would attempt to provide field and\ntechnical services to weak projects.\nb. If project cannot be saved or improved\nand if CAA Board will not eliminate from\nfunding, State would apply conditional\nveto to the program to persuade the CAA\nto eliminate weak, incompetent, or non-\nfunction projects.\nC. CAA would then redistribute these funds\nto strengthen well-functioning projects\nwithin that CAA.\n2. Needs:\na. Alternate funding sources\nb. New program ideas with assistance until\nthe idea is implemented.\nc. Inter-CAP cooperation and Administration-\nManagement assistance.\nd. Quality problem solving conferences\nespecially within the CAP Directors\nConference.\ne. More communication with the State as a\nquarterly newsletter or letter from State\nDirector on issues and positions, goals and\ndirections.\nf. Technical conferences held by State were\nbeneficial and desire more of them.\ng. More youth programs - Forestry services\nassistance.\nh. More help from State office in mobilizing\nState resources.\nRecommendations:\n1. Quarterly memo from State Director to CAP\nDirectors discussing problems, issues and setting\nfor State goals, objectives and positions on\ncurrent issues.\n-2-\n2.\nSEOO to provide direct liaison to State offices\nfor CAP area technical assistance.\n3.\nVisits by field representatives for semi-annual\nevaluations rather than only at pre-review periods.\nPage 33--CONCLUSIONS (Charge)\n\"The majority of CAA executive directors believe the California\nSEOO has failed to produce results in four major functional\nareas\n(two of which are) mobilization of state resources and\ncoordination of state agencies. \"\nRESPONSE:\nSee attachments\nPage 33--Conclusions (Charge)\n\"a. The majority of CAA Executive Directors believe the California SEOO has\nfailed to produce results in four major functional areas:\n(3) Advocacy for\nthe poor\n11\nResponse\nBefore this office can responsibly be an advocate for the poor, we must know\nwhat the poor really want and need. Frankly, we are not as impressed by\nthe claims of those who claim to speak for the poor as we are by more objec-\ntive evidence of what the poor themselves really want. To this end, we com-\nmissioned an in-depth study of the opinions and motivations of low-income\npeople inOakland. This has given us some hard data upon which to identify\nwhat the poor want.\nFurthermore, we have recommended to the Governor the establishment of a\nsubstantial task force on \"barriers to employment\" so that we can identify\nthose statutory, regulatory and other barriers which stand between low-\nincome people and expanded job opportunities.\nWe have worked up a number of proposals for possible legislative programs\nto assist disadvantaged people, including, but not limited to, additional\nsuggestions vis-a-vis the Governor's welfare reform program, a drug abuse\nprogram, a prison reform program, etc.\nIn addition, we have consistently encouraged the community action agencies\nto let us know of any rules, regulations, statutes or other items that stand\nin the way of achievement of poor people so that we can bring these to the\nattention of the legislature for its corrective action.\nFurthermore, it is interesting to note that our investigations in Santa Cruz,\nMonterey, Oakland, Sacramento and South Alameda County have all been\ninitiated upon requests from low-income individuals that they were not\nreceiving services that were allowing them to become self-sustaining indi-\nviduals. It is also interesting to note that the Western Regional Office of\nEconomic Opportunity had been requested by the Monterey County Board of\nSupervisors, the REDI Corporation and MAPA to initiate such investigation,\nbut they did not respond. If this is not advocating the position of the poor,\nwe fail to see what is. It is also interesting to note the technical assistance\nthat this office has given to community action agencies, even in light of the\nfact that during the first five months of our new program we were developing\na technical assistance team.\nState Report\nPage 33\nCharge\n\"South Alameda CAP made the following response (See Exhibit NINE) to\nQuestion Seventeen: 'SEOO has only come into our community at the\nrequest of Republican party members who have become angered at the\nprogram or myself. They have only come when something extremely\nnegative is the motivating factor for their being called.'\n\"In further response to Question Eighteen, South Alameda stated: 'SEOO\nrepresentatives come to SACEOA with a very prejudiced negative view -\nwhen they come - and then they come ill-informed, act rude, apply subtle\n(they think) pressure to have you run program as they like. 111\nResponse\nOn one occasion during 1970, SEOO representatives responded to a request\nby the President and Board members of a delegate agency of SACEOS for a\nreview and audit. SEOO staff members did not establish the party affiliation\nof these Board members before responding to said request. In recent months,\nSEOO has received other requests from members of the SACEOA Board to\nconduct a full-scale review and evaluation of the agency which would enable\nthe Board to deal with the problems and weaknesses existing within the\nagency. A report concerning the internal controls of the Head Start program\nhas now been completed and is being submitted to HEW and the SACEOA Board\nof Directors, with recommendations for improvement. Reports concerning other\ncomponents will be developed in due time and submitted to the agency with a\nview of improving the administration and programs of SACEOA. Let us empha-\nsize that these studies by SEOO are the results of requests from Board members\nof SACEOA, many of whom are low-income representatives.\nPage 33\nCharge:\n\"e. The technical assistance delivery system seems grossly\nineffective and in some respects non-existent.\"\nResponse:\nThis is a valid criticism, that the delivery system\nto this point has been grossly inadequate and the\nSEOO has taken effective measures to correct this\ndeficiency. We have set up a TA ordering desk which\nwill coordinate the Technical assistance services\nnot only of State agencies, but of SDI and ATAC with\nrespect to requests we receive from our field staff\nand Community Action Agencies.\nCharge:\n\"f. Many of the CAAs feel that the present situation is\nirreversible, that is, the SEOO has lost all credibility\nas a constructive force in anti-poverty efforts.\n\"\nResponse:\nThis charge may have been partially valid during the\ntime of the evaluation; however at this point in\ntime I think this is a specious comment. The\nsituation is not irreversible. At the recent April\nResource Mobilization conference, forty CAPS\nattended out of forty-four, which indicated that\nCommunity Action Agencies were desirous of having\na better working relationship with the State. During\nmany meetings with Directors and Board Chairmen of\nCommunity Action Agencies, it was determined that the\nState would set down what criteria and expectations\nit had for effective and streamlined Community\nAction Agencies, and that a closer working relation-\nship was desirous between the CAAs and the State\nOffice of Economic Opportunity.\nSUPPORTIVE FUNCTIONS\n1. TRAINING AND TECHNICAL ASSISTANCE:\na.\nPerception:\n(1) The overriding attitude toward the SEOO among most CAAS\nwas one of hostility and distrust. Most of those who had dealt\ndirectly with the California SEOO expressed some form of extreme\nirritation toward that office. This feeling was expressed by CAA Exec-\nutive Directors as they related their frustrations \"at being investigated\nrather than assisted.\" Phil Wing of Pasadena Committee on Human Need and\nOpportunity (PCHNO) said the state was interested in doing a \"weed out\"\nand that the state was not \"sincere\". CAA Board Chairmen were confused\nas to the real responsibilities of the SECO and usually were surprised to\nrealize the scope of SECO responsibilities, due to the non-performance of\nthose functions. Neighborhood council chairmen and members usually\nwere totally unaware of the SEOO and its Training and Technical\nAssistance responsibilities to local and regional programs. Elected\nofficials and their representatives were equally unaware of the\nappropriate Training and Technical Assistance role of the SECO.\n(2) According to most persons interviewed, the California\nSEOO provides little training and technical assistance to the CAAS\nin California. Instead, under the shelter of that term, it uses\navailable opportunities to \"investigate\" CAA efforts and programs.\nIt seems to the CAAs that the SEOO does not recognize training\nand technical assistance as a priority function of the SEOO,\nbut rather sees its prime responsibility as that of \"bird\ndogging\" CAA fiscal and program activities. In response to\nquestions dealing with the training and technical assistance\nfunction, 69% of the CAAs responding felt that the SEOO was not\nperforming specific tasks relating to this function. Furthermore,\n77% of the CAAs felt the SEOO was doing poorly in this area\n(See Tabulation Section).\nb. Findings: CAAs feel a constant threat from the SEOO and,\ninstead of welcoming the assistance of a helping hand when needed,\nthe local CAA would often rather avoid proffered assistance - even\nat the risk of becoming less effective in order to avoid contact\nwith what was referred to by some as \"the enemy. 11\nC. Conclusions: The relationship between the SEOO and the CAAs\nis not healthy. Little or no communication exists between the SEOO\nand CAAs relative to available training and technical assistance\nresources and how to procure them. Communications have deteriorated\nso completely and trust has become so non-existent that reconstruction\nof the training and technical assistance role may be beyond reach.\n34\nPage 34 - SUPPORTIVE FUNCTIONS - 1. C. (Charge)\nConclusions: The relationship between the SEOO and the CAAs is\nnot healthy. Little or no communication exists between the\nSEOO and CAAS relative to available training and technical\nassistance resources and how to procure them. Communications\nhave deteriorated so completely and trust has become so non-\nexistent that reconstruction of the training and technical\nassistance role may be beyond reach.\nRESPONSE:\nAdmittedly, up until the Resource Mobilization Conference of\nApril 1971, the relationship between SEOO and the CAAs was\nnot a healthy one and a large gap of communication existed\nat that time. However, the conclusion of the Federal evaluators\nthat the technical assistance role may be beyond reach is\nnot only invalid, but shows the errors of judgment that they\nhave made throughout the report and the lack of perceptiveness\nthat they have demonstrated in making very subjective\nconclusions in this report. This is sustained not only by\nthe letters which are attached from all the CAP Directors who\nenjoyed this last Resource Mobilization Conference, but, in\nparticular, the statements that they have made relative to\nthe new era of relations that now exist between the CAPs.\nIt should be pointed out that if the Federal evaluators were\nwrong in this major conclusion of the report that the balance\nof their conclusions in this report should also be suspect.\nThe relationship between CAAs and SEOO now is on the upswing\nand will be a constructive one from here on out.\nCHARGE: Federal Report, Page 34, No. 2\nAccording to most persons interviewed, the California SEOO\nprovides little training and TA to the CAA's in California.\nAN EXAMPLE OF TECHNICAL ASSISTANCE PROVIDED\nIn the case of the Santa Clara Legal Aid Society VISTA proposal,\nthis office recommended approval of the project with four conditions.\nAfter a full explanation of said conditions to the sponsor, he\nvolunteered to rewrite his complete project proposal to fit these\nconditions. Thus, T.A. was furnished by the VISTA Coordinator\nand accepted by the sponsor.\nTheresa McInnes\nVISTA Coordinator\nState Office of Economic\nOpportunity\nApril 15, 1971\nDear Barney:\nThank you for inviting me to a most interesting train-\ning session.\nOne of your co-workers asked me to write a short eva-\nluation of the training program along with some suggestions\nfor future sessions. I think his name is Faber, but I'm\nnot certain.\nThe session overall was excellent. Many people came\nopenly hostile and with some disdain for the role of state\n0.E.0. They left with new respect for the organization\nbut confused about the honesty of many of the things they\nheard. The director of the Long Beach C.A.P. said it very\nclearly, \"I never call a man E liar until he says he'll\ndeliver, has a chance to deliver, and doesn't deliver.\"\nNearly every C.A.P. in the state is now waiting for\nstate 0.E.0. to reorganize the Oakland C.A.P. and a promise\nof direct involvement by a C.A.P. committee must be kept if\nyour agency is going to continue to move toward good\nunication with the agencies. Some people who told me they\nwere on the committee to make certain that services are con-\ntinued to the poor during the reorganization have no reason\nto be on the committee. The committee should be made up of\nBay Area O.A.P. pros. If he would consent, John Dukes could\nperhaps persuade to chair that committee. He will not allow\nhimself to be used to \"off the C.A.P.\" and for that reason\nwould show that the decisions made were in the best interest\nof the poor.\nThe dangers for the committee are enormous. They could\nend up being both misunderstood and used. On the other hand\nit is now up to state O.E.O. to make that committee viable.\nMy second suggestion is that you ask, through your\ndirector, that the govenor stop calling poor people and their\nrepresentatives by such insulting names. I'm certain that\nif he was to S how less disrespect for poor people that poor\npeople and their representatives would show more respect\nfor you and your organization.\nMy third suggestion would be to do more training of\npeople to meet the direct, concrete needs of the poor. For\ninstance a training session on housing could help. Housing\nis a massive coordination, community organization effort and\nmany agencies become involved. In Sonoma County the director\nof F.H.A. tells me that the problem may be that too many\norganizations have occome involved. A training session\ntelling a selected person from each C.A.P. how to use pro-\ngrams like 235 D3 and 250 would be exceedingly helpful.\nh training session on Manpower would be a natural be-\ncause the state controls the bulk of the Manpower funds.\nThank you once more for the invitation.\nSincerely,\nJohn Pake\nohn Lake\ncohomic Opportunity Commission of Yolo County, Inc.\n313 FOURTH ST., SUITE 5\nROODLAND, CALIFORNIA, 95695\nTELEPHONE 662-8063\nScale Fuller, Executive Director\nConzales, President\ny Green, Vice-President\nlar ...ndrade, Treasurer\ncd\nApril 20, 1971\nThe greatest good we can do for\nothers is not just 10 share 0:11 riches\nwith them, bill to reveal theirs to\nthemselves.\nMr. Lewis K. Unler, Director\nOffice of Economic Opportunity\nDepartment of Human Resources Development\n800 Capitol Mall\nSacramento, California 95814\nDear Mr. Unler:\nThis is to thank you for your hospitality at the Resources\nMobilization Conference. I and the various members of our staff en-\njoyed it and believed that it will help us to operate our programs\nin the coming years, if the resources do, infact, come through.\nToo much attention was paid to the past actions and goings\non of State OEO verses CAPS, and not enough on a forward looking\nattitude of \"what is going to happen. \"\nYour representatives did make good presentations regarding\nproposed on-going activities, but more could have been proposed by\nthem if they had been allowed to do so.\nMy recommendation for future conferences is that the cities\nbe separated from the cal-counties, in order that we can really get\nto work on our real problems which are different. I feel that this\nseparation would help you to present and us to receive the resource\ninformation.\nYours sincerely,\nRICK GONZALES\nPresident\nRG:hc\nLo mejor que podemos bacer\notros, no es nomes repartir\ntestras riquezas con ellos, si no\nvelarle a ellos to que es de ellos\nNORTH - COAST OPPORTUNITIES, INC.\nP.O. BOX 488\nUkiah, California 95482\nLakeport Office: (707)263-4217\nTelephone: (707) 462-1954\nFort Bragg Office: (707)964-5101\nApril 27, 1971\nMr. Barney Schur\nDeputy Director\nState Office Economic Opportunity\n800 Capitol Mall\nSacramento, California 95814\nDear Mr. Schur:\nPursuant to your telephone conversation regarding my feelings concerning the\nResources Mobilization Session held in Sacramento the week of April 12, I feel\nthere were two definite positive outcomes of that meeting.\nOne was that it allowed several low-income individuals and representatives of\nlow-income other than CAP directors to meet Mr. Uhler and the State OEO staff,\nas well as to find out what other agencies should be able to assist them in\nfighting the causes of poverty in the State of California. The second item,\nand probably the most significant item concerning me, individually, was the\ncommitment of Mr. Uhler, yourself, and Mr. Hawkins to try and work out an\nintervention and technical assistance procedure between Regional OEO, State\nOEO and Cal CAP Association to re-assure us that never again will we have to\nface the situation of a defunding process without corrective action and self-\npolicing taking place.\nOur Manpower Program has received some technical assistance from the Fair\nEmployment Practices Commission in the person of Mr. Thompson, who was at the\nResource meeting, and we appreciated the opportunity to meet with both him and\nthe representative from the State Personnel Board.\nAs an improvement in the future, I would suggest you take specific items such\nas Education, Management, and the other items you tried to cover in small\nworkshops and devote a full two day session to each individual emphasis area.\nIf you ask for prior registration, be sure the training rooms would be of\nadequate size. Also, these meetings should be bi-monthly or quarterly and\nnot just once or twice per year.\nI trust this is what you are looking for. If you have any questions, please\ndo not hesitate to contact me.\nSincerely,\nExecutive Director\nRJG:nlb\nMONTEREY COUNTY\nANTI-POVERTY COORDINATING COUNCIL, Inc.\n6 WEST GABILAN STREET\nP. D. BOX 1087\nPHONE (408) 424-0091\nSALINAS, CALIFORNIA 93901\nApril 27, 1971\nMr. Barny Schur, Deputy Director\nDepartment of Human Resources\n800 Capitol Mall\nSacramento, California 95814\nDear Barny:\nThank you very much for your training session with my directors,\nit was perhaps one of the better sessions that we have had in the area.\nAll of the individuals that participated were impressed and acknowledged\nthat it was a very fruitful endeavor.\nI have not yet heard from Charles Blaker with regards to the re-\nquested T/A for Delegate Agencies in terms of delegate fiscal controls.\nI would appreciate some acknowledgement on his part as to when he would\nbe able to provide the requested T/A, because time is a very important\nfactor. The requested T/A is needed today, not six months from today,\nand if it cannot be provided then we will have to approach some other\nvehicle.\nThe GAP session that was provided by ATAC following your present-\nation seemed to be lacking in some aspects. Understandingly your time\nis consumed with administrative responsibilities; never the less, we would\nappreciate any additional training workshop that you would be able to\nconduct personally. Your knowledge and awareness of programs and resour-\nCES prove to be of determining benefit and we would like to draw on you\nas a resource, even if it could be arranged for a once a month visit for\nthe next five or six months, this would be desirous on our part.\nBest Regards,\nMathis,\nExecutive Director\nJDM/iv\nKern County Economic Opportunity Corporation\n218-20 Eurcha Street\nBox 3618\nBaherfield, Calif. 93305\nPhone (805)323-7811\nApril 26, 1971\nMr. Barney Schur\nPrograms:\nState Office of Economic Opportunity\n800 Capitol Mall\nOEO\nSacramento, California\nADMINISTRATION\nDear Barney:\nECONOMIC & COMMUNITY\nDEVELOPMENT\nMULTI-SERVICE CENTER\nMy apology for the delay in sending this letter to you; however,\nLEGAL SERVICES\ncorrespondence is only one of many things in this office that\nYOUTH PROGRAM\nsuffers.\nFAMILY PLANNING\nEMERGENCY FOOD\nI wanted to take the time to express my feelings about the Resource\nURBAN PLANNING\nMobilization Training Session held in Sacramento recently.\nHEW\nTo properly express myself I must start at the end of the session\nSTART\nand work backwards. I think that the conference ended on a very\npositive note. The Vice Chairman of my Board attended the sessions\nDOL\nwith me and I must admit that had she not been present, I would have\nNEICHBORHOOD YOUTH\nleft the Conference on Monday morning after it appeared and became\nCORPS\nquite evident that everything except what the conference was called\nOPERATION MAINSTREAM\nfor was taking place.\nI have not talked with any other CAP director; however, before leaving\nthe Conference on Wednesday, I heard several positive remarks made by\npersons who two days prior had been very anti-conference. Personally,\nI think the Conference turned out to be enlightening. I realize that\nthe relationship between SE00 and the CAPS has in the past left a lot\nto be desired. It seems to me that this Conference did a great deal\nin getting all concerned moving in that direction.\nI would have to say that regardless how we might differ on any given\nissue, that the convictions, concern and knowledge of Mr. Uhler made\na very strong and favorable impression upon me.\nI look forward to a continued mutual and cooperative relationship with\nyou and your Office.\nMy regards to Bob Frane.\nVery truly\nEDWARD D. TAYLOR\nEDT:sc\nExecutive Director\nCOUNTY OF\nBOARD OF SUPERVISORS\nSAN BERNARDINO\nROBERT A. COVINGTON\nRUBEN S. AYALA\nFourth District\nAdministrative Officer\nChairman\nBERT B. RIGNEY\nCOUNTY ADMINISTRATIVE OFFICE\nWM. A. BETTERLEY\nFirst District\nAssistant Administrative Officer\nDANIEL D. MIKESELL\nSecond District\nCOUNTY CIVIC BUILDING-EAST\nSTEVE FRANKS\n157 West Fifth Street\nDONALD C. BECKORD\nThird District\nLegislative Advocate\nSan Bernardino, California 92401\nNANCY E. SMITH\nFifth District\nTelephone: TUrner 4-5161\nApril 22, 1971\nMr. Barney M. Schur\nOffice of Economic Opportunity\n800 Capitol Mall\nSacramento, California 95814\nDear Barney,\nI enjoyed the opportunity to meet with you, Mr. Uhler and\nyour many colleagues that participated in your recent SEOO\nConference in Sacramento. I am convinced that periodic\nmeetings of this nature will enable the many CAPs to keep\nabreast of the thrust of current programs and provide a\nforum for the exchange of ideas in a large and dynamic field.\nPerhaps more importantly it will keep open the channels of\ncommunication SO essential to mutual confidence and the ulti-\nmate success of our programs.\nAs I discussed with you, we scheduled a training program for\nthe staff of the Dependency Prevention Commission from 6:00 p.m.\nMay 7, 1971 to Noon, May 9, 1971. To give our staff a better\ninsight into the role of SEOO I shall appreciate it if you and\nHugh Cunningham can join us for a part or all of this training\nsession which will be held at Monte Corona, a mountain loca-\ntion about 30 minutes drive north of San Bernardino. A bro-\nchure is enclosed.\nPlease advise me as soon as convenient if we might include\nyou on the agenda. Thank you.\nSincerely,\nCOUNTY ADMINISTRATIVE OFFICE\nOran KENNEDY\nAdministrative Analyst\nFSK: db\nCC: H. L. Cunningham\nPROJECT SCOUT\nEconomic Opportunity Commission of Senta Cruz County, Incorporated\nLily Bourriague, Director\nPhone-476-4090=\n=605-Bay=Avenue\nPO-Box-294-\nP.O. Box 1185 (130 Van Ness Ave)\n724-0661\nCapitola, California 95010\nWatsonville, CA 95076\nApril 20, 1971.\nMr. Lewis K. Uhler, Director\nOffice of Economic Opportunity\nDepartment of Human Resources Development\n800 Capitol Kall\nSacramento, California 95814\nDear Mr. Uhler:\nThe recent Technical Assistance Mobilization Conference was of\ngreat value. I was very happy to be a participant in the field\nof aging.\nAlso, I wish to congratulate you on your successful handling of\na difficult situation, \"you were right on!\"\nWith the state taking the role of technical assistance, I can\nsee better community action programs.\nI am mailing you the FIND book as our Project SCOUT (Senior\nCitizens Outreach) is the follow-up program. Our whole program\nis a special project oriented.\nBest regards\nLuly Bourriague\nLily Bourriague\nDirector of Project SCOUT\nLB/rm\nencl.\nCommunity Action Council\nIntenhone 944-2196\nOF SAN JOAQUIN COUNTY, INC.\nMAILING ADDRESS:\n306 California Bldg.\n11 S. San Joaquin St.\ncopy in Baing\nStockton, California 95202\nour file Som Imaging\nApril 16, 1971\nMr. Lewis Uhler\nState Office of Economic Opportunity\n1800 20th Street\nSacramento, California\nDear Mr. Uhler:\nWe would like to have a list of the technical assistance available\nthrough your agency and the name of person we would contact for these\nservices.\nYour conference was very informative and I hope we can take advan-\ntage of the services you offer.\nYours truly,\nGualdian Geraldine Montgomery Marljamiry\nCommunity Development Specialist\nand Training Coordinator\n:mw\nECONOMIC OPPORTUNITY COMMISSION\nOF IMPERIAL COUNTY, INC.\nCOMMUNITY ACTION PROGRAM\n795 MAIN STREET\nEL CENTRO, CALIFORNIA 92243\nPHONE: 352-8521\n352.8527\nApril 28, 1971\nMr. Robert Frane\nState Office of Economic Opportunity\nDepartment of Human Resources Development\n800 Capitol Mall\nSacramento, California 95814\nDear Sob,\nJust a short note to express my appreciation of the State\nResources Mobilization Conference hosted by your office.\nIt was a very informative conference, and more important, I\nthink that a lot of the people who attended it went away with\nan entirely different opinion as to the function and intent\nof S.E.O.O.\nI would like to make one suggestion regarding any future\nmeetings and that is that we split the State into two\nsections, either North and South or Urban and Rural, as I\nfelt that there was too large a group at this one to get\nthe full benefit of everything that was available. I know\nthat I got much more imput from the previous conference which\nwas only for Rural CAA's and the groups were much smaller.\nLooking forward to seeing you soon.\nSincerely,\nCamson Cameron Hendry Hindy\nExecutive Director\nCH/mer\nd. Recommendations: All Training and Technical Assistance\nactivities of the SE00 should be reviewed for the purpose of opening\nadequate channels of communication leading to the provision of\nrealistic responses to the Training and Technical Assistance\nneeds of the CAAs in an atmosphere of mutual trust.\n2. MOBILIZATION OF RESOURCES:\na. Perception: CAAS, federal agencies and local governmental\nagencies had very little knowledge of the activities of the California\nSEOO in the area of resource mobilization. CAAs perceived the SEOO\nmerely as an investigative agency that didn't place a high priority\non the mobilization of resources. Federal agencies and local\ngovernmental agencies had either no concept of or very little\nknowledge of the activities of the California SEOO. On the other\nhand, the California SEOO viewed itself as having done a good job of\ndeveloping state resources for rural communities.\nb. Findings:\n(1) It appears that the SEOO has not given priority to\nthe mobilization and coordination of anti-poverty resources, par-\nticularly at the state level. Only 11% of state personnel inter-\nviewed answered in the affirmative concerning this question, 22%\nreplied negatively, and 67% said they didn't know.\n(2) The California SEOO, with the assistance of the American\nTechnical Assistance Corporation (A.T.A.C.) conducted a two day workshop\nin December on mobilization of state resources for rural CAAS. Many\nstate agencies participated and conducted sessions concerning resources\navailable within state government. The SEOO distributed a resource\nbook dealing with state agency resources to some CAAs. *The response\nfrom most of the participating CAAS was that they thought that this\nwas a good workshop and were encouraged by the offer of assistance\nfrom state agencies. Although this was a good conference, the results\nwill be determined by the delivery system that will be established\nand the willingness of state agencies to respond to CAA requests.\nThe SEOO also was able to enlist the support of the\nCalifornia National Guard in two airlifts -- one to deliver food\nand toys to Indian reservations at Christmas time, the other to\ndeliver dental equipment to Indian reservations.\n*State Services for Local Government, prepared by Council on Intergovern-\nmental Relations.\n35\nPage 35 -- 1. d. - RECOMMENDATIONS (Charge)\nAll Training and Technical Assistance activities of the SEOO\nshould be reviewed for the purpose of opening adequate channels\nof communication leading to the provision of realistic\nresponses to the Training and Technical Assistance needs\nof the CAAs in an atmosphere of mutual trust.\nRESPONSE:\nThe recommendation that all training and technical assistance\nshould be reviewed for the purpose of opening adequate channels\nof communication for the development of realistic responses is\na good one. We are now in the midst of doing this not only\nthrough the Resources Mobilization Conference but through\npersonal contacts of all technical assistance personnel with\nthe CAP Board Chairman and the CAP Directors on reviewing\nthe TA needs of these agencies, on following up a report of\nour visit and also in working cooperatively with the State\nCPAs and the Regional Field reps on the delivery of TA and\nour conclusions and evaluations of TA. Therefore, the new\nrelationship that is being evolved between SEOO and other\nagencies is not only constructive but an informative and an\nevaluative one as well. The issue of mutual trust is one\nthat will take time and will have to be based on our delivery\nof specific services to these CAPs, their acceptance of such\nservices, and implementation of programs that do benefit\nthe poor. I think this will take place in a very short period\nof time.\nPage 35 -- MOBILIZATION OF RESOURCES (Charge)\nPerception: CAAs, federal agencies and local governmental\nagencies had very little knowledge of the activities of the\nCalifornia SEOO in the area of resource mobilization.\nRESPONSE:\nStatements that there is little knowledge of the resource\nmobilization efforts of SEOO are just not true and is evidenced\nby the last resources mobilization conference and other\nstatements made in reply to this report about activities\nthat took place in Madera, Merced, Riverside, San Luis Obispo,\nand other counties that we have served directly with services.\nPage 35 -- FINDINGS (Charge)\nIt appears that the SEOO has not given priority to the\nmobilization and coordination of anti-poverty resources,\nparticularly at the state level. Only 11% of state personnel\ninterviewed answered in the affirmative concerning this\nquestion, 22% replied negatively, and 67% said they didn't\nknow.\nRESPONSE:\nThe allocation of mobilization and coordination of anti-\npoverty resources is a primary activity of SEOO. However,\nstaff and funds for this purpose have been limited. Although\nthe personnel interviewed did not know what we did and did\nnot have a large knowledge of our activities, many of the\npeople interviewed were not the people with whom this office\nhas dealt. Therefore the communication problem exists not\nonly in SEOO but in the organizations with whom we work. We\nare now endeavoring to solve this problem through news\nreleases, newsletters, inter-office communications, as well\nas personal contacts with department heads as well as\nsupportive personnel with lines of communications to the\nGovernor and to State agency directors, services from such\nuntapped resources as the National Guard, the Division of\nForestry, the Community Colleges, the State Department of\nHigher Education, State Department of Education, and other\nareas that have not previously coordinated with in any\nsubstantial depth or extended activity. We are now doing\nthis and although it is taking us some time to get to this\npoint, this problem has been corrected. Not only as a result\nof our communication with other CAPs. Evidence of our follow-\nup on our state resources mobilization has not only been in contacts\nthat we are now making for instance with the National Council\non Aging and the Emergency Food Program and other programs,\nbut also as evidenced by the conference paper which is being\nmailed out this week, the week of April 28, 1971, to all\nthe participants in the last Resources Mobilization Conference.\nAll of the participants have also been solicited and many\nresponses have been made from CAPs on their reaction to\nthe conference and their recommendations for constructive\nsuggestions to the next conference. Additionally, CAPs\nand poor people will be involved in the planning of the\nnext resources mobilization conference.\nA coordinated delivery system on the availability of follow-\nup technical assistance is now being worked out and negotiated\nbetween Bill Smith of Regional OEO, between Al Kennefick of\nATAC, between Kermit Bailer of SDI and myself, Barny Schur,\nin charge of TA for SEOO. A coordinated program and\nscheduling of TA personnel statewide will be developed by\nthese four principles and each one will take responsibility\nfor different areas of coordinated planning and delivery of\n-2-\nTA services statewide. A workshop or mobilization conference\nas indicated on Page 36, number 4, has been worked out and\nheld in April, 1971 and was the second resources mobilization\nconference and was a successful conference.\n(3) Finally, many CAAS probably will not request assistance\nfrom the California SEOO or state agencies since they are reluctant\nto have contact with these agencies.\nC. Conclusions: The SECO has not been sufficiently effective\nin the mobilization and coordination of state anti-poverty related\nresources nor have they developed and assisted in the development\nof state resources to the degree necessary to gain the respect of\nthe CAAs. The December Resource Mobilization Conference for rural\nCAAS and the Air National Guard \"air lifts\" are their best efforts\nto date. At the present time, there are not any significant measur-\nable results as to the actual mobilization of state resources follow-\ning the December conference.\nd. Recommendations:\n(1) Since the SEOO has direct lines of communication to the\nGovernor, the agency should be able to influence policy and the delivery\nof state anti-poverty related resources. The agency should make a\nconcentrated effort to mobilize and coordinate state resources in order\nto meet the needs of low-income persons and CAAS.\n(2) Intensive follow-up on the Resource Mobilization Conference\nshould be made to insure the rendering of technical assistance and other\nservices from the state agencies that participated.\n(3) A delivery mechanism should be established to insure\navailability and follow-up on available state resources.\n(4) A workshop for urban CAAs similar to the one held for\nrural CAAs should be conducted.\n(5) CAAs should be encouraged to request assistance from the\nSEOO in gaining access to available state resources.\n3. COORDINATION AND PLANNING:\na. Findings:\n(1) The SEOO considers planning for activities that affect\nthe poor to be a function of other agencies of state government. This\nattitude is consistent with their perception of their role as advocates\nof the poor. While the Economic Opportunity Act of 1964, as amended,\nemphasizes participation of the poor in planning processes, there was\nlittle evidence that the SEOO shares this view or has taken steps to\ninvolve the poor in any planning processes. This attitude has resulted\nin a conflict between SEOO, CAAs and the Regional Office regarding the\nsteps to be taken to achieve involvement of the poor in the planning\nprocess.\n36"
}